Bases of Power

Question 1

Reward Power

Answer 1

• A belief by followers- that an individual can access a valued reward - in return for compliance
• Surveillance is important (because of bribes!)
• Impersonal reward
• Personal reward

Question 2

Coercive Power (inverse of reward power)

Answer 2

• Manager/ Individual can administer penalties and sanctions for follower compliance
• Surveillance is important
• Impersonal coercion
• Personal coercion

Question 3

Referent Power

Answer 3

• Manager/Individual has desirable abilities and personality traits that can and should be copied.
• Surveillance unimportant
• Positive referent
• Negative referent

Question 4

Legitimate power

Answer 4

• Manager / individual has the authority to give directions, within the boundaries of their position and rank
• Surveillance unimportant
• Formal Legitimacy
• Legitimacy of reciprocity (‘quid pro quo’)
• Legitimacy of equity (Equity theory)
• Legitimacy of dependence (powerless)

Question 5

Expert Power

Answer 5

• Manager/individual has superior knowledge relevant to the situation and the task at hand
• Surveillance unimportant
• Positive expert (role modelling behaviour, e.g., mentoring)
• Negative expert (correcting what others have done)

Question 6

Informational Influence

Answer 6

• Based on the follower changing behaviour due to convincing clear logic, argument, or information
• Individual can articulate the information and utilise the information to trade for power (accumulate knowledge about other organisational units/ external contacts from outside the organisation)
• Direct information (one-to-one)
• Indirect information (info could be used to shape how other work or the context in which they work e.g., policy-making)