Three methods of data collection (nomination technique, survey instruments, and interviews) were used in a study that examined the way power was perceived by men and women in an organization and how women acquired and manifested power in a male-dominated organization. A total of 86 teachers and administrators were interviewed with the following breakdown: 10 male administrators, 2 female administrators, 25 male teachers, 46 female teachers, and 3 interviews where sex of subject was not recorded on the transcriptions. Respondents were asked to identify those who had power in their organization, the power strategies used, and how likely they would be to use certain types of statements with coworkers to influence their behavior. The evidence gathered suggested the following: (1) female teachers felt powerless but were unwilling to make the sacrifices necessary to gain power by changing their position; (2) teachers and administrators agreed to a negative reaction to "power" and a positive reaction to "influence"; (3) the strategies described by females in power positions were more assertive than those described by female teachers; (4) female teachers were unwilling to adapt personal strategies to a "male" model; and (5) female teachers perceived less two-way communication in decision making in their buildings than did their male counterparts. (HOD)