Power and leadership in contemporary organizations: social perception of authority and institutionalization as determinants of organizational stability
DOI:
https://doi.org/10.69849/mpd96x52Keywords:
power, leadership, institutional authority, social perception, organizational stabilityAbstract
This article examines the relationship between power, leadership, and organizational stability, focusing on the social perception of authority and the institutionalization of power in contemporary organizations. The study addresses the problem that technically competent and ethically oriented leaders do not always ensure organizational stability, while others maintain institutional authority even without strong relational consensus. The hypothesis assumes that organizational stability increases when power is institutionalized through predictable rules, roles, and decision-making processes, and when authority is socially perceived as legitimate.The study adopts a qualitative theoretical approach based on a narrative literature review and deductive reasoning, integrating institutional theory, organizational sociology, and organizational behavior. The analytical procedure identified conceptual categories such as power, legitimacy, social perception of authority, and institutional predictability, systematized into an explanatory model of organizational stability.Findings indicate that organizational stability depends on the articulation between institutionalized authority, decisional consistency, and social legitimacy, reducing ambiguity and informal power disputes. The study concludes that power and leadership are complementary dimensions of organizational stability, in which socially perceived authority and institutionalized power are key determinants of collective coordination and sustainable organizational performance.
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