Rosabeth Kanter's theory of the structural determinants of organizational power provided the theoretical framework for this descriptive, comparative study on clinical nutrition managers’ perceptions of work-related empowerment. Kanter's theory describes individual empowerment as it relates to an individual's access to four main sources of power: access to information, support, resources, and the ability to mobilize these “sources of power.” A random sample of 350 clinical nutrition managers was chosen from the American Dietetic Association's members of the Clinical Nutrition Management Dietetic Practice Group. A modified version of the Conditions for Work Effectiveness Questionnaire (CWEQ), originally developed to study empowerment of nurses, was used to ascertain clinical nutrition managers’ perceived access to the sources of empowerment. Respondents ranked perceptions of empowerment in their work environment utilizing a 5-point Likert scale, ranging from 1 (none) to 5 (a lot). In addition, a demographic questionnaire was used to develop a profile of the respondents. Alpha reliability coefficients in this group of clinical nutrition managers were acceptable for all subscales (opportunity, 0.82; information, 0.89; support, 0.85; and resources, 0.88). Consistent with expectations derived from Kanter's theory, the clinical nutrition managers in this study perceived their work environments to be high in organizational power. Scores for the subscales of information ( M =3.79, SD =.69), opportunity ( M =3.64, SD =.69), support ( M =3.23, SD =.85), and resources ( M =3.12, SD =.78) demonstrated that clinical nutrition managers perceive themselves as having substantial access to sources of empowerment. Results of this study provide support for the notion that clinical nutrition managers are empowered and are enabled to assume leadership roles in today's health care settings.