This paper addresses the interrelationship of power and control. A model is developed suggesting that (a) control of organizational resources (resource control) is the primary source of interpersonal power; (b) interpersonal power is the driving force for controlling individuals (personal control); the type of power used to exercise personal control will influence the controlled/controller relationship; and (d) personal control fosters resource control and thus affects the distribution of intraorganizational power. Several questions and issues relevant to research and practice are raised. Overall, it is argued that to increase our understanding of power and control, greater effort is needed aimed at uncovering their interdependent relationship rather than the usual independent treatment given these two elusive concepts.
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