Power and manipulation in the workplace: Impact on working atmosphere and working relationships

In the workplace, power and manipulation play a bigger role than we often realise. This happens both between colleagues and between employees and managers. Power and influence are not necessarily negative; they help us structure, solve problems and make decisions. But when power or manipulation gets out of balance, it can lead to tension, distrust and even conflict. Recognising these dynamics is essential to creating a healthy work culture.

Power and manipulation: What is the difference?

Power is about influence and the ability to direct situations or behaviour. This can be formal power, such as the position of a manager, but also more subtle forms such as social influence or knowledge advantage. Power can be constructive, for example by encouraging people to cooperate or make decisions.

Manipulation is another matter. This is about deliberately or unconsciously influencing others to achieve a specific result, often without the other person being aware of it. The difference is in the intention and the degree of openness. Manipulation often plays on emotions, vulnerabilities or incomplete information and usually happens indirectly.

Power between co-workers

Between colleagues, power often arises through experience, knowledge or social relationships. Some examples:

Information power: A colleague can exercise power by strategically withholding or selectively sharing information.

Relational power: Social dynamics play a major role. Think of colleagues exerting influence through friendships, or by excluding others.

Emotional power: Colleagues may use emotions to exert influence, such as generating pity or assuming a victim role to gain support.

These forms of power can be a source of frustration if they are not explicitly discussed or are unbalanced.

Power between managers and employees

Managers often have formal power, but they too can consciously or unconsciously act manipulatively. This can be through, for example:

Process power: Controlling who gets what tasks or how decisions are made.

Emotional power: Playing on emotions, such as guilt or loyalty, to guide behaviour.

Perceptual power: The way managers give feedback can influence employees’ self-image. For example, subtle preferences can make an employee insecure or favour
them.

Recognising manipulation at work

Manipulation in the workplace is often difficult to recognise because it happens indirectly. Some ways in which manipulation can become visible:

Verbal: Through selective word choices or framing. For example, ‘If you don’t do this, the team will suffer,’ which puts pressure on the employee.

Non-verbal: Posture, eye contact or even silence can be perceived as manipulative. A manager who looks silently at someone after a proposal can create a sense of insecurity.

Paralinguistic: Tone, speed and volume of speech influence how a message comes across.

Contextual: The setting in which conversations take place, such as the manager’s office, can create a sense of superiority.

Why power patterns emerge

Power patterns are often the result of previous experiences. Someone who experienced little control in childhood may react defensively in work situations or, on the contrary, try strongly to maintain control. Social and cultural norms also play a role here.

In the workplace, power patterns develop through repetition. If an employee finds that he gets his way with emotional expressions, this behaviour may be reinforced. Conversely, someone who is often ignored may become increasingly withdrawn.

Improving work atmosphere through awareness

Recognising power and manipulation starts with awareness. This requires open communication and a culture where giving and receiving feedback is normal.

What can help:

Self-reflection: Managers and employees should look critically at their own behaviour and intentions.

Clear communication: Ensure transparency about processes and decisions to
minimise hidden power patterns.

Neutral setting: In difficult conversations, a neutral space can help balance power dynamics.

Supervision or coaching: External guidance can help break unconscious patterns.

Building healthy working relationships

Power and manipulation are inevitable in the workplace, but that doesn’t mean they have to be harmful. By being aware of the dynamics and talking about them openly, organisations can ensure an environment where everyone feels heard and valued.
Ultimately, it is about using power for collaboration, not control – and making manipulation give way to honesty.

Marjon Kuipers MSc
Gedragsanalist