{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

ECE _ DSST Organizational Behavior

Power refers to a capacity that a has the power to

Info iconThis preview shows pages 33–34. Sign up to view the full content.

View Full Document Right Arrow Icon
Power refers to a capacity that A has the power to influence the behavior of B, so B does something he or she would not otherwise do. This definition implies (1) a potential that need not be actualized to be effective, (2) a dependency relationship, and (3) the assumption that B has some discretion over his or her own behavior. In other words, power may exist but not be used. It is therefore, a capacity or potential, and one can have power but not impose it. Researchers French and Raven proposed that there are five sources or bases of power. The coercive base is power that is based on fear. One reacts to this power out of fear of the negative results that might occur if one failed to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling by force of basic physiological or safety needs. Reward power is compliance achieved based on the ability to distribute rewards that others view as valuable. People comply with wishes or directives of another because it produces positive benefits; therefore, one who can distribute rewards that others view as valuable will have power over them. These rewards can be anything another person values. In an organizational context, we think of money, favorable performance appraisals, promotions, interesting work assignments, friendly colleagues, important information, and preferred work shifts. Legitimate power is the power that a person receives as a result of his or her position in the formal hierarchy of an organization. Positions of authority include coercive and reward powers, however, legitimate power is broader. Specifically, it includes acceptance by members of an organization of the authority of a position. When school principals, bank presidents, or army captains speak, teachers, tellers, and first lieutenants will usually listen and comply. Expert power is influence based on special skills or knowledge. Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented. As jobs become more specialized, we become increasingly dependent on “experts” to achieve goals. For example, it is generally acknowledged that doctors have expertise; most people follow the advice that doctors give. Referent power is influence based on possession by an individual of desirable resources or personal traits. For example, if I admire you and identify with you, you can exercise power over me because I want to please you. Referent power develops out of admiration of another and a desire to be like that person. If you admire someone to the point of modeling your behavior and attitudes after him or her, this person possesses referent power over you.
Background image of page 33

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 34
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}