Some of the unilateral direct power strategies adopted by managers across departments and levels to influence their superiors at work were investigated. The choice and the extent of use of power strategies were hypothesized to be a function of the amount of power, need for power, bases of power, and subjective norms. One hundred ninety six managers from a public sector undertaking rated the use of eight power strategies in influencing their immediate superiors. They also rated their need for power, actual and ideal power position, and the bases of their power. Most of the power strategies which they opted for were soft and subtle. Managers suffered from power deficit while workers were perceived to enjoy surplus power. The organization had a number of informal groups based on caste, political, and provincial consideration. The need for power emerged as a significant factor in deciding almost all power strategies. The next were the bases of power. Coercive power was found to be a potent determinant for the use of power strategies.