There are four main tasks of management, with leadership being one of them. Leadership utilizes power to influence the behavior of others. The behavior of subordinates can be influenced in various ways depending on the situation. Managerial power is divided into five distinct sources: coercive, reward, legitimate, expert, and referent power. These sources can be further classified as either formal or personal power, with coercive and reward power falling under the formal category.
The personal category includes legitimate, expert, and referent powers. I will explain later why each power belongs to this group. Coercive power, on the other hand, is often associated with negative consequences and refers to a manager’s ability to punish others. This punishment can range from verbal reprimands to pay or working hour reductions, and in severe cases, it can lead to actual dismissal. Coercive power operates through the fear of losing something valuable. For instance, a parent may exercise coercive power by taking away a child’s electronics, allowance, or social time as a consequence for poor performance or failure to complete household chores.
This example is relatable to many of us. Our textbook discusses a more matured example where the CEO verbally criticizes, attacks, and embarrasses top managers, only to eventually find himself unemployed. No one enjoys being subject to coercive power. However, when presented appropriately, coercive power can be advantageous for all parties involved, including the subordinates. Reward power is a quick way to persuade or influence subordinates in order to obtain the desired outcome. Reward power refers to the ability to provide or withhold tangible and intangible rewards.
Tangible rewards such as extra time off, pay raises, bonuses, and choice job assignments are considered as forms of rewards. On the other hand, intangible rewards include verbal praise, whether it be quietly or in front of peers, a pat on the back, and respect. Managers who are effective utilize their reward power to demonstrate appreciation for well-executed work. However, ineffective managers tend to use their reward power in a controlling manner to assert dominance over subordinates. It is important to note that if reward power is employed to exhibit favoritism, it can severely decrease employee morale and hinder productivity.
This concludes the formal group. The reason why these two powers are classified as formal is because they involve punishment and reward. In most cases, if these powers are used appropriately and professionally, the manager may provide some type of documentation to the subordinate. This documentation can be a performance counseling document, commonly referred to as a “write-up”, or a victory plaque. Legitimate power is characterized by the authority that a manager possesses based on their position in the organization’s hierarchy, also known as positional power.
Positional power, regardless of its nature, is simply the power that accompanies a held position. When ineffective managers perceive a threat from a subordinate who generates superior and more efficient ideas, they may misuse their legitimate power. This occurs when the manager, in the face of potentially losing their position to the subordinate, responds by creating obstacles to impede the subordinate’s success (thus hindering their achievements) or appropriating the subordinate’s concepts as their own.
Expert power is the ability to influence others based on knowledge and expertise. This type of power can impact individuals and organizations, leading to changes in behavior. To maintain expert power, it is crucial to continuously update knowledge and skills through additional training and education in the respective field. Staying informed about the latest advancements and technological changes is also necessary. Expert power is most effectively utilized when guiding or coaching others.
The expertise of a leader allows them to gain the trust of their subordinates. When people believe that someone has exceptional skills or abilities, they give them power, leading the less knowledgeable to become subordinate. This is demonstrated in department stores, where each department has a manager who is considered an expert in their field.
For the department to succeed in customer service and meeting sales goals, it is essential for the department manager to have extensive knowledge about the products within that department. The person with the greatest understanding of all the products is usually sought after for information and tends to achieve high sales figures. They are also responsible for training both new and existing employees. As new products are introduced, it is important for this expert to invest time in fully familiarizing themselves with all aspects of the product to maintain their distinguished leadership role.
Referent power, derived from the respect, admiration, and loyalty of subordinates and coworkers, is a type of power. Unlike legitimate power tied to one’s position, referent power stems from a leader’s personal qualities. Charismatic individuals possess this power as they influence others with their admired, respected, and trusted personality traits. It should be acknowledged that referent power cannot be solely acquired through a title or demanded by a manager or leader.
The power that individuals gain from their subordinates is based on respect, trust, and honesty. This power is obtained by treating people and employees equally and with care. The Human Resource Departments are where this power is most evident. The HR associate’s role includes ensuring the well-being of the employees, which earns them referent power. It is important for those in positions of power to recognize their authority and the five bases of power. Managers often utilize these powers, whether consciously or unconsciously, in their daily operations without much consideration.
Enhancing our understanding of power dynamics enables us to excel as managers and motivators for our team. By effectively leveraging power bases, we can foster improved work quality and heightened productivity. Utilizing power in a way that promotes effectiveness and efficiency among subordinates is crucial. Ultimately, the efficacy of power relies on others’ belief in it and its ability to connect and motivate. This is what distinguishes a truly impactful power holder.
References
- Wikipedia- http://en. wikipedia. org/wiki/French_and_Raven’s_five_bases_of_power
- The Fast Track- http://quickbase. intuit. com/blog/2011/08/26/the-5-types-of-power-in-leadership/
- The Role of Leaders in Influencing Unethical Behavior in the Workplace- http://www. corwin. com/upm-data/4910_Kidwell_Chapter_3. pdf
- Chron- http://smallbusiness. chron. com/reduce-misuse-power-workplace-43541. html
- Lukes, Steven. Power: A Radical View. London: Macmillan Press, 1974
