Position power in an organization is derived from which of the following?

Position power in an organization comes primarily from the authority and influence that an individual holds due to their formal role or position within the organizational hierarchy. This type of power is typically granted by the organizational structure and is often associated with the ability to make decisions, allocate resources, command compliance, and exert control over others. In this context, top-level management is a significant source of position power because these individuals usually possess the highest level of authority, allowing them to direct and influence the behavior of employees throughout the organization.

Top-level managers establish policies, set objectives, and shape the overall culture of the organization. Their decisions can impact the entire organization, hence giving them a substantial amount of power that is recognized and respected by employees at all levels. This authority is distinct from other sources of influence, such as personal relations or interpersonal skills, which may contribute to leadership effectiveness but do not constitute position power solely derived from one's role within the organization.

The other options refer to elements that do not inherently confer positional authority. For example, the follower relates more to the relationship dynamics and less to formal authority. Interpersonal skills enhance a leader's effectiveness but do not provide the formal power granted by a position. Job satisfaction reflects an individual's contentment within their role and may influence performance