II.

Interpersonal Sources of
Power.
A. Reward power.
 Employees comply with managers' attempts to influence
because they expect some reward.
B. Coercive power.
 Employees comply with managers' attempts to influence
because they expect punishment if they fail to comply.
 But, employees may find other ways to avoid
punishment.
C. Legitimate power.
 Managers' position allows them to influence.
 Employees believe they have the right.
 Within an area of responsibility.
 Farther outside area, less power.
 Inside area, employees will not question.
 Zone of indifference.
II. Interpersonal Sources of
Power.
D. Expert power.
 Managers' expertise allows them to influence others.
 Very narrow scope.
 Little expert power if inexperienced.
E. Referent power.
 Managers have influence when people have personal
liking for them.
II. Interpersonal Sources of
Power.
F. Interactions among sources of power.
 Ways in which use one power can enhance or inhibit
effectiveness of others.
 Two categories
 Organizational sources of power.
 Reward; coercive; legitimate.
 Organization can give or take away.
 Personal sources of power.
 Referent; expert.
 Individuals determine how to use power
organizations give them.
 Personalities; leadership styles; knowledge
brought to the job.
III. Structural and Situational
Sources of Power.
A. Knowledge as power.
 Managers must have legitimate power and ability
to utilize knowledge effectively.
 Otherwise, can waste or destroy organizational
power.
 Knowledge brokers have great power to influence
others.
 Control information on current status, develop
information about alternatives, have knowledge
about future.
 Staff and support centers have disproportionate
power sometimes.
 Increasing use of computers having great impact.
III. Structural and Situational
Sources of Power.

B. Resources as power.
 Control of the important resources means
power.
 Which are the most important resources.
 Depends on situation; goals; economy;
product/service offered.
C. Decision-making as power.
 Decision-making process creates power
differentials.
 Not just the decision itself, but the ability to
influence the process.
III. Structural and Situational
Sources of Power.

D. Connecting links as power.

 The ability to get cooperation in carrying out tasks.
 Types of links:
 Information links.
 Managers must have these to be "in the know."
 Supply links.
 The ability to "get things."
 Support links.
 Need backing somewhere so can exercise judgment
without seeking approval on each item.
E. The power of lower-level employees.
 More likely structural or situational.
 Any personal power most likely to be expertise.