Introduction: Recent events of social and economic systems are created opportunities and threats that creative solutions are needed to deal with them. Entrepreneurship is a feature that saves the modern systems at this critical juncture and ensures their survival. This study is aimed to determine the components of managers’ power on employees’ entrepreneurship at hospitals of Miandoab city. Methods: The aim of this study is based on an applied research and based on collecting method and analyzing data is types of descriptive and correlational researches and it is, particularly, based on structural equation modeling. Data collecting tools were included Hinkin and Schriesheim’s (1989) power scales and Entrepreneurship Centre of Durham’s entrepreneurship personality features questionnaire. Reliability and Validity of the data collecting tool were confirmed by tests. A sample of 260 subjects (53 managers and 207 employees) was selected from Morgan table. In order to analyze data was used structural equation modeling. Results: The results showed that Referent power (β=0.421, t=4.102), Expert power (β=0.266, t=3.637) and Reward power (β=0.245, t=3.063) were involved in employees’ entrepreneurship but Legitimate and Coercive powers played no role in it. Also, the components of managers’ power were predicting altogether 0.371 of employees’ entrepreneurship changes. Conclusion: managers can use the component of power (referent, expert and reward) has caused to declare and to strengthen these characteristics in employees and consequently, it ensures success of the organization.
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