Perceptions of Organizational Authority: A Comparative Analysis

This paper argues that the bases of formal authority-legitimacy and position-need to be distinguished from sources of functional authority-technical competence and human relations skills-which support and often compete with formal authority. Four analytical types of authority relations are developed from the literature and the examination of superior-subordinate relationships among seventysix of the seventy-seven members of three public service organizations. In all three organizations, but particularly among welfare workers, considerable importance was attributed to legitimacy and position as bases of authority. Police officers, however, singled out authority of person more frequently than either authority inherent in position or authority derived from superiors. Welfare organization members attached more importance to legitimacy and position than to technical competence and experience as sources of authority. School employees stressed professional competence as a base of authority much more than either police officers or welfare workers. Robert L. Peabody is assistant professor of political science, Johns Hopkins University.