French and Raven identified five types of power: legitimate, reward, expert, referent, and coercive. Legitimate power derives from formal job roles and authority. Reward power comes from the ability to provide rewards. Expert power is based on skills and knowledge. Referent power relies on loyalty and respect for the person. Coercive power involves punishment. Etzioni also identified three bases of power: coercive, utilitarian, and normative. Successful power users have a high need for social power and focus on others' needs and interests.

2.  It is the ability to …
 Get someone to do something you want done.
 Make things happen in the way you want.
 It is the ability of a person or a group to influence the beliefs and
actions of other people
Power

3.  John French and Bertram Raven (1959) identified five types:
 Legitimate Power
 Reward Power
 Expert Power
 Referent Power
 Coercive Power
Types of Power

4.  Associated with having status or formal job authority
 The person has the right to make demands, and expect obedience
from others
 Example: Project Director, CEO, Politician
Legitimate Power

5.  Derives from having capacity to provide rewards to others
 It results from one person’s ability to compensate another for
compliance.
 Example: Reward by company in the form of bonus
Reward Power

6. 
Expert Power
• Based on person’s own experiences,
skills and knowledge
• It is based on the followers’
perceptions of the leader’s
competence
• This is given to the person who is
perceived to be a subject matter
expert by others
• However, having knowledge and
information is not power, power is
earned by sharing that knowledge
and information

7.  Refers to the ability of a person to
influence others because of the followers’
loyalty, respect, friendship, admiration,
desire to gain approval from, or desire to
be associated with the person.
 It is the result of a person’s perceived
attractiveness, worthiness, influence
and/or right to respect from others
 Can be thought of as charisma,
admiration, connection and appeal.
 Example: celebrities, a person with
charm often makes everyone feel good,
so he or she tend to have a lot of
influence in a workplace
Referent Power

8. 
 It is exercised through fear
 This is derived from having the perceived
capacity to penalize or punish others for non
compliance
 This is subject to abuse and is often associated
with legitimate power
 The use of this power will inevitably damage
any relationship with the subordinate
Coercive Power

9. 

10. 

11.  French and Raven model give two groups of power:
 One group is about the person: expert and referent power
 Second group is about the context: legitimate power, reward power
and coercive power
Groups of power

12. 
Sources of Power
 Knowledge as power:
 Organizations are information
processors that must use knowledge
to produce goods and services.
 The concept of knowledge as power
means that individuals, teams,
groups, or departments that possess
knowledge that is crucial in attaining
the organization's goals have power,
but only if they use the power to
advance the interested of their
organization

13. 
 Control of Resources as Power:
 Resources can be: material, positional, ideational
 The departments, groups, or individuals who can provide essential or
difficult to obtain resources acquire more power in the organization
than others

14.  Decision making as Power:
 In an organization it creates more or less power differences among
individuals or groups.
 Managers exercise considerable power in an organization simply
because of their decision making ability

15. 
 Networks as Power:
 The existence of structural and situational power depends not
only on access to information, resources and decision making,
but also on the ability to get cooperation in carrying out tasks
 Being in the center of a reverse network generates power both
from the knowledge gathering, and distribution perspective and
from the ability you have to influence others

16. 
Sources
of
Power
Knowledge
Control of
Resources
Decision
Making
Power
Networks

17.  Amitai Etzioni identified three types of organizational power:
 Coercive power: forces people to do something through threat,
intimidation or violence.
 Utilitarian power: influences people by providing them with
reward and benefits
 Normative Power: influences members through peer pressure, or
by letting the individuals know that they are erected to act
according to the overall wishes of the group
Bases of Power

18. 
 Desire to have an impact on others.
 Strong action, giving help or advice, controlling someone.
 Action that produces emotion in others
 Concern for reputation
 High need for power:
 Competitive, aggressive, prestige
 Correlated with success when directed toward the organization and not
toward personal agenda
 Coaching, democratic managing style
Need for Power

19.  Have high need for social power
 Approach relationships with a communal orientation
 Focus on needs and interests of others
Successful Power Users
belief in the
authority system
belief in justice
preference for
work & discipline

20. 
 Rational persuasion. Trying to convince someone with reason, logic,
or facts.
 Inspirational appeals. Trying to build enthusiasm by appealing to
others’ emotions, ideals, or values.
 Consultation. Getting others to participate in planning, making
decisions, and changes.
 Personal appeals. Referring to friendship and loyalty when making a
request.
Ways to Influence With Power

21. 
 Exchange. Making express or implied promises and trading favors.
 Coalition tactics. Getting others to support your effort to persuade
someone.
 Pressure. Demanding compliance or using intimidation or threats.
 Legitimating tactics. Basing a request on one’s authority or right,
organizational rules or polices, or express or implied support from
superiors.

22.  It is the right to a manager to achieve the objectives of the
organization
 It is the right to take decisions
 Authority is manifestation of power, it exists where one person has a
formal right to command and another has a formal obligation to
obey
 It may be understood as institutionalized power
 The foundation of authority is the amount of power the person is
perceived to have, to give directions, their willingness and ability to
use power effectively
Authority

23. 
1. Legal Authority: based on a system of rules that is applied
administratively and judicially in accordance with known
principles
2. Traditional Authority: based on a system in which authority is
legitimate because it has always existed
3. Charismatic Authority: based on the charisma of a leader who
shows that he or she possesses the right to lead by virtue of their
personal attributes
Types of Authority