This paper examines the boundary role person (BRP) as an influence agent and investigates an aspect of his potential ability to influence the decision outcomes of other organizational members. It was found that as their information requirements increase under conditions of higher perceived environmental uncertainty, the constituent members attribute to the BRP greater power in the decision making process. The results further suggest that, in light of the BRP's position in the transference of information across the organization's boundary, the reliance on expert power appears to be the most effective basis of social power for dealing with other organizational members.