different types of power

2.  Analyze the nature, dimensions/types, and consequences of power

3. TYPES OF POWER
1. Coercive power
most primordial type of power in a workplace or in an organization.
Coercive power takes place when someone in higher authority threatens
a subordinate with different punishments if certain tasks or duties is not
performed or completed in time and correctly. This power is conveyed
through fear of being demoted, losing one’s job, or receiving a poor
review of performance. It is gotten through threatening others. It is of
great importance to know that coercive power is most effectively used in
cases where the business is in a serious crisis. It can also be used when
there is going to be a cut in personnel due to shift in management and
transitions.

4. 2. Legitimate power
 This power comes from having a position of power in an
organization; example is being a boss in the organization
or a key member of a leadership team. It exists when
subordinates of someone in authority obeys orders given
to them because they have the believe that the person is
in a position of power to be able to give them such orders.
For example, it is the CEO who decides on the overall
direction of the company and also determines the
resource needs of the organization.

5. 3. Referent Power
 Its base is identification with a person who has desirable resources or personal
traits. If I admire and identify with you, you can exercise power over me because I
want to please you. Referent power develops out of admiration of another and a
desire to be like that person. In a sense, then, it is a lot like charisma. If you
admire someone to the point of modeling your behavior and attitudes after him or
her, this person possesses referent power over you.

6. 4. Expert power
 This is power derived from having superior knowledge. People
hold this person in high regard for their critical thinking skills and
their ability to solve problems. This can come from education,
experience, and business or technical acumen.
 It is influence wielded as a result of expertise, special skill, or
knowledge. Expertise has become one of the most powerful
sources of influence as the world has become more
technologically oriented. As jobs become more specialized, we
become increasingly dependent on experts to achieve goals. So,
while it is generally acknowledged that physicians have expertise
and hence expert power—most of us follow the advice that our
doctor gives us.

7. 5.Power of Reward
 This is power based upon the ability to provide incentives.
 People comply with the wishes or directives of another because doing so
produces positive benefits; therefore, one who can distribute rewards that others
view as valuable will have power over those others. These rewards can be
anything that another person values. In an organizational context, we think of
money, favorable performance appraisals, promotions, interesting work
assignments, friendly colleagues, important information, and preferred work shifts
or sales territories.

8. BASED ON ITS NATURE
1. POWER OVER
 It is the ability to dominate another person or a group and
often seen negatively because it is associated with force,
threat, coercion, discrimination, corruption, and abuse.
2. POWER TO
 It refers to the unique potential of every person to shape
his or her life and world. It describes the ability of a
person/group to do something on one’s own sources:
intellect, resources, knowledge and stamina.

9. 3. POWER WITH
 It is similar also to “power to” since it is based on mutual support, solidarity, and
collaboration that reflects the ability to work with others to get something done by
cooperation.
4. POWER WITHIN
 It has to do with a person’s sense of self-worth and self-knowledge which includes
the ability to recognize individual differences while respecting others.

12. THREE DIMENSIONS OF POWER
 1. POWER AS DECISION MAKING
It involves the ability to control or influence in an
open and direct way. In governmental power, this
can be seen when the government makes a
decision, typically through law-making, that
requires obedience by the broader population.
Such decisions may be debated openly with
opportunity for consultation and challenge along
the way. Despite this openness, the focus is still
on decision.

13. 2. POWER AS AGENDA SETTING
 It can be seen as not just about decision making, it is
about preventing decisions being made or reducing the
choices which can be made. A classic example would be
topics/agendas being discussed in a meeting. The one
who holds power can decide or limit what will be discussed
and more importantly what cannot be discussed,
effectively controlling the situation.

14. 3. POWER AS PREFERENCE SHAPING
 It works by influencing how individuals think about their place in the world. This
shapes people’s beliefs, sense of self, and acceptance of their own superiority or
inferiority.
 In governmental power, this appears in propaganda, spin and crafting of
speeches that are deliberately designed to change minds before the decision is
announced. For example, if legislation against trade unions is planned, then a
provocative rhetoric of how these unions because problems may be started
some time beforehand. Any union action then plays directly into the government's
hands.
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15. CONSEQUENCES OF POWER
Resistance occurs when the influence target does not wish
to comply with the request and either passively or actively
repels the influence attempt. Due to the use of threat, force
or intimidation, coercive power usually results to resistance.

16. Compliance
Compliance occurs when the target does not necessarily
want to obey, but they do. The use of Legitimate power and
Reward power leads to compliance.

17. Commitment
 Commitment occurs when the target not only agrees to the
request but also actively supports it as well. Within
organizations, commitment helps to get things done,
because others can help to keep initiatives alive long after
compliant changes have been made or resistance has
been overcome. Expert power and referent power leads to
commitment.