Power PDF
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Ontario Tech University
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This document covers different types of power, including reward, coercive, expert, legitimate, position, and personal power. It also explores factors such as substitutability, centrality, discretion, and visibility that affect power dynamics.
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Power Power: the ability of a person called an agent to in uence another person called a target. 5 types of power ○ Reward power: the ability to administer to another things he/she desires or to remove to pecrease things he/she does not desire. ○ Coercive power: The ability to admi...
Power Power: the ability of a person called an agent to in uence another person called a target. 5 types of power ○ Reward power: the ability to administer to another things he/she desires or to remove to pecrease things he/she does not desire. ○ Coercive power: The ability to administer to another things he/she does not desire or to remove or decrease things he/she does desire. ○ Expert power: The ability to administer to another information, knowledge, or expertise. ○ Legitimate power: The ability to administer to another feeling of obligation or responsibility. 2 categories of power ○ Position power: Bases of power that stem from a person’s position. ◆ Reward ◆ Coercive ◆ Legitimate ○ Personal Power: Base of power that stem from person himself/herself. ◆ Expert ◆ Referent 4 Factors ○ Substitutability ◆ How easily a person can be replaced. ◆ Low Substitutability: ◇ Hard to replace. For example a doctor with a unique specialty ◇ Strengthens a person’s power. ◆ High Substitutability: ◇ Easy to replace fl for example, a regular doctor. ◇ Weakens a Person’s power. ○ Centrality ◆ How widely a person is depended on by others. ◆ Low Centrality ◇ Depended on by few For example, a single person’s secretary ◇ Weakens a person’s power ◆ High Centrality: ◇ Depended on by many. For example, a company’s IT technician ◇ Strengthens a person’s power. ○ Discretion ◆ How much freedom a person has ◆ Low discretion ◇ Little freedom For example, a supervisor in a unionized organization. ◇ Weakens a person’s power. ◆ High discretion ◇ Much freedom For example, a supervisor in a nonunionized organization ◇ Strengthens a person’s power ○ Visibility ◆ How aware others are of a person’s power ◆ Low Visibility ◇ Little awareness For example, a supervisor whose employees do not know he/she has a PhD and 20 years of experience. ◇ Weakens a person’s power. ◆ High Visibility ◇ Much awareness For example a supervisor whose employees know he/she has PhD and 20 years of experience. ◇ Strengthens a person’s power. ○ Consequences of Power ◆ Base of power. ◇ Reward - i,i,i ◇ Coercive - D,D,D ◇ Expert - I,I,I ◇ Referent - i,i,i ◇ Legitimate- D,i,i
