Canninghers 302 PART 9 GROUPS, TEAMS AND THE ORGANISATION 302 9.2.1 Interpersonal bases of power Interpersonal power derives from an infinite number of sources. French and Ry (1959) and Raven (1965) identify six bases of social power. * Reward power. Managers control the rewards that a subordinate desires, si as salary increases, bonuses and promotions. Because of their position, agers or supervisors are able to provide incentives to get their subordinats comply with their expectations. The manager must be clear about the beha being rewarded and should indicate the connection between the behaviour: the reward. The more superiors are able to reward compliance, the greater influence over their subordinates. * Coercive power. Coercive power is the ability of the superior to force the sy ordinate to do something, using the threat of punishment. Managers using c cive power are able to ensure compliance by intimidating subordinates, Use 4 this type of power leads to conflict and minimises teamwork. «= Legitimate power. Legitimate power is based on position and mutual agr ment. It associated with authority. Superior and subordinate mutually agree and believe that the superior has a right to influence the subordinate © Expert power. When a manager has the information or knowledge that th ‘employee needs, the manager is seen as an expert in that area. The employi ‘must trust that the information is accurate, relevant and useful, and must hav faith in the manager's credibility. It may also be that a person is able to do some thing, such as fix a computer or manage a budget, which others in the group 2 not able to do. The person with the expertise in this relationship thereby power. 3 + Referent power. Referent power is based on interpersonal attraction, The of this power source involves the désite of a person to be like another person “Charismatic” individuals are often experts in the use of referent power - a though they need not be superior to the other person, they are respected b orher. © Informational power. Regarded as an independent influence, this relates to a basic change in the way a person thinks. Its basis is information communicate by the person in power. Such information may be obtained because of a person’ access to strategically significant people or sources of data. In this case, info tion is a resource that can be exchanged. ‘The content of the communication is ‘more important than the nature of the influencing person, and is more effective if the object of change is ambiguous and subject to cognitive reorganisation (Raven, 1965:372). Personal power is also given to people who demonstrate a high level of effort, are likeable or friendly, or who have a persuasive personality (Michelson, n.¢.). These power bases, although influenced by culture and circumstances, are universally. applicable,