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PADG 5620 Chapter 13: Power and Politics - Coggle Diagram
PADG 5620 Chapter 13:
Power and Politics
Power:
the capacity, discretion, and means to enforce a person’s will over others
power is a function of
dependence
;
The more people rely or depend on the powerful person, the more powerful that person becomes
Money is a powerful factor in dependence
Power vs. Leadership
Power:
does not require goal compatibility, just dependence
focuses more on the downward influence on followers
focuses on tactics for securing compliance
Leadership:
requires some congruence between the goals of the leader and those being led
lateral and upward relationships are important in leadership
emphasizes style
Leadership Power in the Remote and Hybrid Workplace
transformed traditional power dynamics
Power once depended on physical presence and in-person visibility, but influence in virtual spaces now plays a larger role
access to digital information flows is a significant source of power
Bases of Power
Formal Power:
based on an individual’s position in an organization;
three bases
Reward Power:
produces positive benefits; someone who can distribute rewards that they view as valuable can have power over them
opposite of coercive
Legitimate Power:
formal authority to control and use organizational resources based on a person’s structural position in the organization
most common way to access coercive or reward power
Coercive Power:
depends on fear of negative results from failing to comply or from angering the power-holder
dependents are likely to perceive coercive leaders and those low in referent power as ineffective
Personal Power:
comes from an individual’s unique characteristics
Expert Power:
based on expertise, special skills, or knowledge
ex: doctor
can have negative effects; experts may be more likely to ignore others’ advice
Referent Power:
based on identification with a person who has desirable resources or personal traits
charismatic dynamism, likability, and emotional appeal
an especially powerful motivator