rent ways within organizations may achieve comparable outcomes. Depend ing upon the character of individual managers the applications of different types of power or a combination of both types of power may be appropriate.
It is useful, therefore, to define overt and unobtrusive power. Overt power use "refers to the ablity to secure prefer red outcomes in the face of competition and conflict among declared opponents" (Hardy, 1985, 388). Within organizations, overt power derives from an ability to "control . . . scarce resources and resource dependencies" (Hardy, 1985, 396). Unob trusive power, by contrast to overt power, "refers to the abil ity to secure preferred outcomes by preventing conflict from arising" (Hardy, 1985, 399). Within organizations, unobtrusive power is "derived hegemonic and symbolic sources which are brought into play to legitimize outcomes . . . " (Hardy, 1985, 396). 3
The literature indicates that a variety of factors may be implicated in the application of power within organizations by managers. The quality and style of organizational leadership
may be a major cause of organizational conflict, and, in turn, is directly related to the management of such conflict (Carew, Parisi Carew, and Blanchard, 1986). Leadership is often impli cated in the development of organizational conflict, when the style is either highly authoritarian or indifferent (House, 1984).
Motivation is also often implicated in the development of organizational conflict, and in the effective application of power within organizations (Hoyt, 1984)
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