Abstract

Power, determined by rank, can be a primary determinant of how communication acts are structured by the writer and perceived by the reader. The sales model underpinning traditional business communication principles does not consider the effect of such power in memos written by managers to subordinates. Three rhetorical and linguistic strategies that reflect the construct of power in managerial communication are projecting leadership, assuming commonality, and controlling information. These strategies, which have not been sufficiently considered in theoretical and applied research, suggest the need to consider new ways of articulating principles for management communication.