Chapter 12: Power, Politics, Ethics
! Power: The capacity to influence others who are in a state of dependence. 1) However, it is
not always perceived or exercised. 2) The target of power is dependent on the powerholder
does not imply that a poor relationship exists between the two. 3) Power can flow in any
direction in an organization. Often, members at higher organizational levels have more power
than those at lower levels. Sometimes the reversal can occur. It is also a broad concept that
applies to both individuals and groups.
! Power can be found in the position that you occupy in the organization or the resources that
you are able to command. First base of power is legitimate power and is dependent on one’s
position or job. The other bases(reward, referent) involve the control of important resources.
If other organizational members do not respect your position or value the resources that you
command, they will not be dependent on you, and you will lack the power to influence them.
! Legitimate power: Power derived from a person’s position or job in an organization. It
constitutes the organization’s judgement about who is formally permitted to influence whom,
and it is often called authority and usually increases as you move up the hierarchy.
Organizations differ greatly in the extent to which they emphasize and reinforce legitimate
power. When legitimate power works, it often does so because people have been socialized to
accept its influence. Usually causes compliance with boss’s demands.
! Reward power: Power derived from the ability to provide positive outcomes and prevent
negative outcomes. It often backs up legitimate power. Managers are given the chance to
recommend raises, do performance evaluations, etc. Usually causes compliance with boss’s
! Coercive Power: Power derived from the use of punishment and threat. It supports legitimate
power. Lower-level organizational members can also apply their share of coercion. The use of
punishment can provoke considerable employee resistance.
! Referent power: Power derived from being well liked by others. 1) It stems from
identification with the powerholder. Stems from something deeper than reward or coercion,
which may stimulate mere compliance to achieve rewards to avoid punishment. 2) Anyone in
the organization may be well liked, irrespective of his or her other bases of power. Usually
causes commitment with employees. Usually causes commitment with boss’s demands.
! Expert power: Power derived from having special information or expertise that is valued by
the organization. We tend to be influenced by experts or by those who perform their jobs well.
Even lower level employees can acquire this power, especially in scientific and technical
areas. Usually causes commitment with boss’s demands.
How Do People Obtain Power – Doing the Right Things
! Extraordinary Activities: One would need excellent performance in unusual or non-routine
! Visible Activities: People who have an interest in power are especially good at identifying
visible activities and publicizing them.