Exploring The Sources of Managerial Power and Their Impact on Promoting Organizational Adaptation: An Empirical Investigation of Deans and Departments Heads in Jordanian Private Universities

Abstract

This study aimed to investigate the impact of management power on promoting organizational adaptation in (17) private Jordanian universities. The study used a sample of (137) deans and department heads from selected private Jordanian universities and employed various statistical tools such as arithmetic means, standard deviations, t-tests for independent samples, one-way analysis of variance, and Scheffe's method test to analyze the data.

The study found that the level of possession of power sources among deans and department heads was high, with persuasion and conflict management power being the most prominent, while reference power was the least used. Additionally, the study revealed that the energy sources and their dimensions significantly affected the organizational adaptation of deans and department heads in private universities. Furthermore, the study identified significant disparities in legal and persuasive ability between deans and department directors and significant variations in how faculty deans and department leaders adapt to institutions' goals and values.

The findings of this study provide insights into the impact of managers’ power on organizational adaptation in private institutions and offer practical implications for managers to improve their leadership skills and enhance organizational effectiveness.