Power in Interpersonal Relations Quiz

PDF page 427: Numerous definitions of power abound in the literature on organizations. One of the earliest was suggested by Max Weber, the noted German sociologist, who defined power as “the probability that one actor within a

PDF page 427: social relationship will be in a position to carry out his own will despite resistance.” Similarly, Emerson wrote, “The power of actor A over actor B is the amount of resistance on the part of B which can be potentially

PDF page 427: social relationship will be in a position to carry out his own will despite resistance.” Similarly, Emerson wrote, “The power of actor A over actor B is the amount of resistance on the part of B which can be potentially

PDF page 427: overcome by A.” Following these and other definitions, we will define power for our purposes as an interpersonal relationship in which one individual (or group) has the ability to cause another individual (or group) to take an action that would not be taken otherwise. In other words, power involves one person changing the behavior of another. It is important to note that in most organizational situations, we are talking about implied force to comply, not necessarily actual force. That is, person A has power over person B if person B believes that person A can, in fact, force person B to comply.

PDF page 427: Clearly, the concept of power is closely related to the concepts of authority and leadership (see Exhibit 13.2). In fact, power has been referred to by some as “informal authority,” whereas authority has been called “legitimate power.” However, these three concepts are not the same, and important differences among the

PDF page 427: Clearly, the concept of power is closely related to the concepts of authority and leadership (see Exhibit 13.2). In fact, power has been referred to by some as “informal authority,” whereas authority has been called “legitimate power.” However, these three concepts are not the same, and important differences among the

PDF page 428: associated with group compliance.” Finally, leadership is the ability of one individual to elicit responses from another person that go beyond required or mechanical compliance. It is this voluntary aspect of leadership that sets it apart from power and authority. Hence, we often differentiate between headship and leadership. A department head may have the right to require certain actions, whereas a leader has the ability to inspire certain actions. Although both functions may be served by the same individual, such is clearly not always the case.

PDF page 428: identifying three types of power. In fact, it is argued that organizations can be classified according to which of the three types of power is most prevalent. Coercive power involves forcing someone to comply with one’s wishes. A prison organization is an example of a coercive organization. Utilitarian power is power based on performance-reward contingencies; for example, a person will comply with a supervisor in order to receive a pay raise or promotion. Business organizations are thought to be essentially utilitarian organizations. Finally, normative power rests on the beliefs of the members in the right of the organization to govern their behavior. An example here would be a religious organization.

PDF page 428: identifying three types of power. In fact, it is argued that organizations can be classified according to which of the three types of power is most prevalent. Coercive power involves forcing someone to comply with one’s wishes. A prison organization is an example of a coercive organization. Utilitarian power is power based on performance-reward contingencies; for example, a person will comply with a supervisor in order to receive a pay raise or promotion. Business organizations are thought to be essentially utilitarian organizations. Finally, normative power rests on the beliefs of the members in the right of the organization to govern their behavior. An example here would be a religious organization.

PDF page 428: identifying three types of power. In fact, it is argued that organizations can be classified according to which of the three types of power is most prevalent. Coercive power involves forcing someone to comply with one’s wishes. A prison organization is an example of a coercive organization. Utilitarian power is power based on performance-reward contingencies; for example, a person will comply with a supervisor in order to receive a pay raise or promotion. Business organizations are thought to be essentially utilitarian organizations. Finally, normative power rests on the beliefs of the members in the right of the organization to govern their behavior. An example here would be a religious organization.

PDF page 428: developed by French and Raven, of the bases of power may be more helpful. French and Raven identified five primary ways in which power can be exerted in social situations. Referent Power. In some cases, person B looks up to or admires person A, and, as a result, B follows A largely because of A’s personal qualities, characteristics, or reputation. In this case, A can use referent power to influence B. Referent power has also been called charismatic power, because allegiance is based on interpersonal attraction of one individual for another. Examples of referent power can be seen in advertising, where companies use celebrities to recommend their products; it is hoped that the star appeal of the person will rub off on the products. In work environments, junior managers often emulate senior managers and assume unnecessarily subservient roles more because of personal admiration than because of respect for authority. Expert Power. Expert power is demonstrated when person A gains power because A has knowledge or expertise relevant to B. For instance, professors presumably have power in the classroom because of their

PDF page 428: developed by French and Raven, of the bases of power may be more helpful. French and Raven identified five primary ways in which power can be exerted in social situations. Referent Power. In some cases, person B looks up to or admires person A, and, as a result, B follows A largely because of A’s personal qualities, characteristics, or reputation. In this case, A can use referent power to influence B. Referent power has also been called charismatic power, because allegiance is based on interpersonal attraction of one individual for another. Examples of referent power can be seen in advertising, where companies use celebrities to recommend their products; it is hoped that the star appeal of the person will rub off on the products. In work environments, junior managers often emulate senior managers and assume unnecessarily subservient roles more because of personal admiration than because of respect for authority. Expert Power. Expert power is demonstrated when person A gains power because A has knowledge or expertise relevant to B. For instance, professors presumably have power in the classroom because of their

PDF page 428: developed by French and Raven, of the bases of power may be more helpful. French and Raven identified five primary ways in which power can be exerted in social situations. Referent Power. In some cases, person B looks up to or admires person A, and, as a result, B follows A largely because of A’s personal qualities, characteristics, or reputation. In this case, A can use referent power to influence B. Referent power has also been called charismatic power, because allegiance is based on interpersonal attraction of one individual for another. Examples of referent power can be seen in advertising, where companies use celebrities to recommend their products; it is hoped that the star appeal of the person will rub off on the products. In work environments, junior managers often emulate senior managers and assume unnecessarily subservient roles more because of personal admiration than because of respect for authority. Expert Power. Expert power is demonstrated when person A gains power because A has knowledge or expertise relevant to B. For instance, professors presumably have power in the classroom because of their