Authority and Power

[Type here]

Q.1) Define the term Power. What are its sources?

Answer:
The term ‘power’ may be defined as the capacity to exert influence over others. If a person
has power, it means that he or she can influence the behavior of another individual. In one’s
role as a supervisor, a manager’s power may be seen as the ability to cause subordinates to
do what the manager wishes him or her to do.
For the achievement of the organizational objectives, the leaders and the managers require
to have the force by which they can guide and control the human beings in the organization.
Organizations try to achieve this through the process of influencing the behavior of their
members. The process of influence involves a series of social interactions by which a person
or a group is influenced by another person or group of persons to act in conformance to the
influencing agent’s expectation to do something. A manager’s power may be measured in
terms of the ability to
a) Give rewards
b) Promise rewards
c) Threaten to withdraw current rewards
d) Threaten punishment
e) Punish
The concept of power is based on the dependency relationship between the parties
concerned. For instance, the greater Ram depends on Shyam, the greater is the power of
Shyam.
Secondly, the greater the dependency of an organization on a limited number of individuals,
the greater power these individuals enjoy.
Thirdly, a person that cannot be easily replaced enjoys more power than others whose
services can be easily replaced.
Thus, Power refers to the capacity that a person has, to influence the behavior of another
person so that the latter does something he or she would not otherwise do.
Sources of Power
John French and Bertram Raven have identified five sources or bases of power which may
occur at all levels of the organization. They are as follows:
I. Reward Power: It is based on the influencer having the ability to reward the other person
for carrying out orders. The extent of reward power depends upon the extent to which
one has control over rewards that are valued by others. These rewards can be either
financial- such as controlling pay rates, raises, and bonuses- or nonfinancial, including
recognition, promotions, interesting work assignments, friendly colleagues, and preferred
work shifts or sales territories.
II. Coercive Power: The opposite of reward power is coercive power, i.e, the ability to
influence punishment. It is based on the influencer's ability to punish the other person for
carrying out orders or for not meeting requirements. Fear of punishment may make the
subordinates execute the instructions of the boss.
pg. 1
 [Type here]

III. Legitimate Power: It is based on the formal rights one receives as a result of holding a
position in an organization. It may also be called ‘positional power’ because of the
authority inherent in the position. It exists when a subordinate acknowledges that the
superior is lawfully entitled to exert influence. It is also implied that the subordinate must
accept this power. This power is broader than the power to coerce and reward.
IV. Expert Power: Expert power is based on the famous proverb ‘knowledge is power.’ It is
based on the perception or belief that a supervisor has some relevant expertise or special
knowledge that others do not have. Since more organizations are gradually falling under
the category of high technology, they will have to utilize the services of these individuals.
Consequently, the organizational choice for replacing these people will be limited.
V. Referent Power: Referent power is based on identification with a person who has
desirable resources or personal traits. It develops out of others’ admiration for a person
and their desire to model their attitudes and behavior. For example, a manager will have
referent power over the subordinates if they are motivated to emulate his/her work
habits.
These are potential sources of power. Possession of some or all of them does not guarantee
the ability to influence particular individuals in specific ways. The role of a subordinate in
accepting or rejecting the attempted influence is very important. It may also be noted that,
normally, each of five power bases is potentially inherent in a manager’s position.

Q.2) Do you think positional power is the most significant power source in an organization?
Why so! Explain different types of powers in the organization.
Answer:
Legitimate power is based on the formal rights one receives as a result of holding a position
in an organization. It may also be called ‘positional power’ because of the authority inherent
in the position. It exists when a subordinate acknowledges that the superior is lawfully
entitled to exert influence. It is also implied that the subordinate must accept this power.
This power is broader than the power to coerce. Specifically, it includes members’ acceptance
of the authority of a position. Here power is associated with the concept of hierarchy, the
higher position in the organizational structure means that the person enjoys more power in
the organization.
Legitimate power is the most significant power
It helps a manager to control the organization's resources as well as control the behavior of
his/her subordinates. If a company is established keeping true to the principles of legitimate
power, then all of the remaining power automatically fall into place. The possession of
legitimate power can increase referent power. Legitimate power is often a mark of high
status and honor, and people are attracted to high-status individuals. Possessing legitimate
power can also increase expert power, in that targets often associate positions of authority
with expertise in the fields.
Legitimate power is not the most significant power
pg. 2
[Type here]

Research suggests clearly that the personal sources of power i.e, Expert Power and Referent
Power are most effective. Both expert and referent power are positively related to
employees’ satisfaction with supervision, their organizational commitment, and their
performance, whereas reward and legitimate power seem to be unrelated to these
outcomes. One source of formal power- coercive power- actually can backfire in that it is
negatively related to employee satisfaction and commitment. Also, expert power directly
affects legitimate power. People more rapidly accept the authority of those who have the
expertise and are more willing to accept a system in which knowledgeable individuals wield
the authority.
Just because someone has power and authority does not necessarily mean they are good
leader. A good ledder aims to empower those around them and pursue progress for all. There
are plenty of people with legitimate power in this world who neglect true leadership
qualities. Instead, they embrace abuse or exploitation.

Types of Power
John French and Bertram Raven have identified five sources or bases of power which may
occur at all levels of the organization. They are as follows:
a) Reward Power: It is based on the influencer having the ability to reward the other person
for carrying out orders. The extent of reward power depends upon the extent to which
one has control over rewards that are valued by others. These rewards can be either
financial- such as controlling pay rates, raises, and bonuses- or nonfinancial, including
recognition, promotions, interesting work assignments, friendly colleagues, and preferred
work shifts or sales territories.
b) Coercive Power: The opposite of reward power is coercive power, i.e, the ability to
influence punishment. It is based on the influencer's ability to punish the other person for
carrying out orders or for not meeting requirements. Fear of punishment may make the
subordinates execute the instructions of the boss.
c) Legitimate Power: It is based on the formal rights one receives as a result of holding a
position in an organization. It may also be called ‘positional power’ because of the
authority inherent in the position. It exists when a subordinate acknowledges that the
superior is lawfully entitled to exert influence. It is also implied that the subordinate must
accept this power. This power is broader than the power to coerce and reward.
d) Expert Power: Expert power is based on the famous proverb ‘knowledge is power.’ It is
based on the perception or belief that a supervisor has some relevant expertise or special
knowledge that others do not have. Since more organizations are gradually falling under
the category of high technology, they will have to utilize the services of these individuals.
Consequently, the organizational choice for replacing these people will be limited.
e) Referent Power: Referent power is based on identification with a person who has
desirable resources or personal traits. It develops out of others’ admiration for a person

pg. 3
 [Type here]

and their desire to model their attitudes and behavior. For example, a manager will have
referent power over the subordinates if they are motivated to emulate his/her work
habits.
These are potential sources of power only. Possession of some or all of them does not
guarantee the ability to influence particular individuals in specific ways. The role of a
subordinate in accepting or rejecting the attempted influence is very important. It may also
be noted that, normally, each of five power bases is potentially inherent in a manager’s
position.

Q.3) Define the term Power. Discuss the various tactics to gain power.
Answer:
The term ‘power’ may be defined as the capacity to exert influence over others. If a person
has power, it means that he or she can influence the behavior of another individual. In one’s
role as a supervisor, a manager’s power may be seen as the ability to cause subordinates to
do what the manager wishes him or her to do.
For the achievement of the organizational objectives, the leaders and the managers require
to have the force by which they can guide and control the human beings in the organization.
Organizations try to achieve this through the process of influencing the behavior of their
members. The process of influence involves a series of social interactions by which a person
or a group is influenced by another person or group of persons to act in conformance to the
influencing agent’s expectation to do something. A manager’s power may be measured in
terms of the ability to
a) Give rewards
b) Promise rewards
c) Threaten to withdraw current rewards
d) Threaten punishment
e) Punish
The concept of power is based on the dependency relationship between the parties
concerned. For instance, the greater Ram depends on Shyam, the greater is the power of
Shyam.
Secondly, the greater the dependency of an organization on a limited number of individuals,
the greater the power these individuals enjoy.
Thirdly, a person cannot be easily replaced enjoys more than others whose services can be
easily replaced.
Thus, Power refers to the capacity that a person has to influence the behavior of another
person so that the latter does something he or she would not otherwise do.
Tactics to gain Power
From an organizational point of view, some of the tactics to gain power are-
I. Creating and managing uncertainties: A person who can create a fiction of uncertainties
and steer the organization away from areas of uncertainties will gain power. Uncertainty
pg. 4
 [Type here]

may be defined as a lack of information about future events so that alternatives and their
outcomes cannot be predicted. The power seeker may manipulate, filter, or withhold the
information in his possession and may create the fiction of uncertainty.
II. Identification with Power Centers: The person can enjoy more power by identifying
himself/herself with power centers. Identification with powerful figures in the
organization can be achieved through developing rapport with them. This identification
may be perceived as a source of power by others and they will share their problems with
the power seeker.
III. Competition: Competition refers to the rivalry among competing parties to gain control
over organizational resources which are limited by their nature. Each party tries to
influence the criteria used for resource allocation, and each party tries to have the
maximum. Thus, each party looks at its relative position vis-à-vis others and argues those
criteria which are likely to fetch it more power.
IV. Coalition: Coalition refers to a combination of two or more persons, groups, or
organizations for a common goal. The coalition is generally used to gain more power.
Thus, in the organizational context, power-seekers may form a coalition or temporary
alliance to gain more power.
V. Cooptation: Cooptation occurs when a group gives some of its important positions to
members of other groups or includes them in its policy-making committees. This is done
to avoid threats or criticisms or retaliation by others. In this way, the group can control
more power.

pg. 5
[Type here]

pg. 6
[Type here]

pg. 7
[Type here]

pg. 8
[Type here]

pg. 9