French And Raven's Five Bases Of Power Analysis
RLET TASK 3
Patrick R Selamy
According to a 2013 Wikipedia article entitled “French and Raven 's five bases of power”, the five bases of power are “Coercive, Reward, Legitimate, Referent, and Expert.” (French and Raven 's five bases of power, 2013) This article goes on to describe the many different ways one can go about attaining power. The behaviors exhibited by the employees in the given scenario are indicative of several bases of power. Power has been sought after since the dawn of time and is present in many everyday relationships. “Probably the most important aspect of power is that it is a function of dependence. The greater B’s dependence on A, the greater A’s power in the relationship. Dependence, in turn, is based on alternatives …show more content…
that B perceives and the importance B places on the alternative(s) A controls.” (Robbins & Judge, 2012) This paper will explore each of French and Raven’s five bases of power and the relationship between power and dependence. Finally, it will discuss how these concepts relate to the scenario provided. The first base of power that will be discussed is expert power. When placed in a situation where there are a limited number of experts available in a given field, people become extremely dependent upon said experts. “When individuals perceive or assume that a person possesses superior skills or abilities, they award power to that person.” (French and Raven 's five bases of power, 2013) This power is highly dependent on the availability of other experts; the level of dependence on an expert will decrease as other experts with comparable skillsets become readily available. In the given scenario, Employee 2 is exercising expert power. This employee is able to convince the accounting manager to comply with his wish to work a compressed workweek, although no other employees are able to work a shortened workweek. Employee 2 is able to achieve this because the accounting manager realizes that “Employee 2 is the only employee who can prepare the company’s financial statements” (Western Governors University, 2008) and
“is the only certified public accountant (CPA) in the accounting department.” (Western Governors University, 2008) This reliance on Employee 2 clearly illustrates the relationship between power and dependence as his power is derived from the other employees’ inability to perform his duties due to task complexity and their lack of expertise. From the accounting manager’s point of view, Employee 2 is such a vital piece of the company that the implications of not meeting his demands are far too risky to allow him to become dissatisfied, enabling his expert power. Coercive power is “based upon the idea of coercion” and is exercised with the intent of getting a person to do something they do not desire to do. (French and Raven 's five bases of power, 2013) The primary objective of those who utilize this power is to encourage compliance of their followers. Coercion has been used as an effective tool in convincing people to participate in “behavior that may be outside one 's normal role expectations.” (French and Raven 's five bases of power, 2013) Coercive leaders will often rely on threats of employment termination and demotion, among other things to convince their followers to carry out their wishes. “Demonstrations of harm are often used to illustrate what will happen if compliance is not gained. This source of power can often lead to problems and in many circumstances it involves abuse.” (French and Raven 's five bases of power, 2013) Reward power is described as “having the ability to grant another person things which that person desires or to remove or decrease things the person does not desire.” (French and Raven 's five bases of power, 2013) This power is based upon the concept that people are more likely to do what is requested of them if they can expect to be rewarded for doing so. Rewards are often issued in the form of “raises, promotions, and compliments.” (French and Raven 's five bases of power, 2013)
Although the scenario does not state it is required of them, the marketing manager promotes overtime by reminding employees that their efforts may improve the results of their periodic evaluations, which could result in an annual bonus that is directly influenced by the results of said evaluation.
This is how the marketing manager exercises coercive power; by associating overtime with exceptional performance evaluation results, the marketing manager is implying that employees are less likely to receive desirable evaluation results without working overtime. This contingency allows the marketing manager to exercise coercive power. The promise to gain money and the potential to lose it have proven to be effective motivators. Employee 1 “is planning to use the bonus for a well-deserved vacation that would be unaffordable without the bonus.” (Western Governors University, 2008) Employee 1’s need establishes a dependency which enables the marketing manager to use reward and coercive power concurrently. Since it would be exceptionally difficult for Employee 1 to take this vacation without this incentive, he has become dependent on the marketing manager as he is the party enabling him to take said vacation. The marketing manager derives reward power from this dependency; had the award being offered not been something in which Employee 1 was very interested, the marketing manager would have been unsuccessful in motivating Employee 1, thus rendering him (the marketing manager) …show more content…
powerless. Legitimate power is “the ability to administer to another certain feelings of obligation or the notion of responsibility. Rewarding and Punishing subordinates is generally seen as a legitimate part of the formal or appointed leadership role and most managerial positions in work organizations carry with them, some degree of expected reward and punishment. People traditionally obey the person with this power solely based on their role, position or title rather than the person specifically as a leader.”
Two examples of legitimate power are presented.
Although the accounting manager is dependent upon Employee 2’s expert power and provides this employee with a shortened workweek, the ability to perform this task demonstrates legitimate power. The task of authorizing Employee 2’s nonstandard workweek required the intervention of a person who was empowered to execute it; in this case, this person was the accounting manager. Legitimate power is also exercised by the marketing manager. This is evident in this manager’s ability to grant employees bonuses for receiving superior performance ratings on employment evaluations. This ability sets this manager apart as it demonstrates that his legitimate power is what enables him to use his other powers. Referent power is exercised when a person “administers to another a sense of personal acceptance or personal approval. This type of power is strong enough that the power-holder is often looked up to as a role model. This power is often regarded as admiration, or charm.” (French and Raven 's five bases of power, 2013) In this scenario, Employee 3 is exercising referent power. “Employee 3 is well liked, very charismatic, and positive, and people seem to be naturally drawn to Employee 3’s personality;” (Western Governors University, 2008) these characteristics allow him to exercise his referent power. Despite the fact that “other team members were unsure if the idea would fit with the corporate culture,” (Western Governors University,
2008) Employee 3 was able to overcome this resistance by way of charm. Not only was Employee 3 able to convince fellow team members that his idea was fit for execution, but he also managed to “lead the team on this project based on the enthusiasm and admiration received from colleagues” during their sales meeting. Although Employee 3 is relatively new and lacks experience leading teams, his powerful character was able to help him overcome these challenges and secure this seemingly out-of-reach opportunity.
Employee 3’s personality and persuasive skills establish the initial dependency in his scenario; because of Employee 3’s character traits, he has created an identity of indispensability as his teammates depend on him to compliment them, put them at ease and act as a role model. He further solidifies this dependency by using his referent power to attain a position as team leader, a role in which others will depend on him as a result of his newly acquired legitimate power.
Works Cited
French and Raven 's five bases of power. In (2013). Wikipedia. Retrieved from http://en.wikipedia.org/wiki/French_and_Raven 's_five_bases_of_power Robbins, S. P., & Judge, T. A. (2012). Organizational behavior. (15 ed., p. 413). Prentice Hall. Retrieved from http://vitalsource.com Western Governors University. (2008). Objective 317.1.5-10, 11. In SUBDOMAIN 317.1 – ORGANIZATIONAL BEHAVIOR & LEADERSHIP
Patrick R Selamy
According to a 2013 Wikipedia article entitled “French and Raven 's five bases of power”, the five bases of power are “Coercive, Reward, Legitimate, Referent, and Expert.” (French and Raven 's five bases of power, 2013) This article goes on to describe the many different ways one can go about attaining power. The behaviors exhibited by the employees in the given scenario are indicative of several bases of power. Power has been sought after since the dawn of time and is present in many everyday relationships. “Probably the most important aspect of power is that it is a function of dependence. The greater B’s dependence on A, the greater A’s power in the relationship. Dependence, in turn, is based on alternatives …show more content…
that B perceives and the importance B places on the alternative(s) A controls.” (Robbins & Judge, 2012) This paper will explore each of French and Raven’s five bases of power and the relationship between power and dependence. Finally, it will discuss how these concepts relate to the scenario provided. The first base of power that will be discussed is expert power. When placed in a situation where there are a limited number of experts available in a given field, people become extremely dependent upon said experts. “When individuals perceive or assume that a person possesses superior skills or abilities, they award power to that person.” (French and Raven 's five bases of power, 2013) This power is highly dependent on the availability of other experts; the level of dependence on an expert will decrease as other experts with comparable skillsets become readily available. In the given scenario, Employee 2 is exercising expert power. This employee is able to convince the accounting manager to comply with his wish to work a compressed workweek, although no other employees are able to work a shortened workweek. Employee 2 is able to achieve this because the accounting manager realizes that “Employee 2 is the only employee who can prepare the company’s financial statements” (Western Governors University, 2008) and
“is the only certified public accountant (CPA) in the accounting department.” (Western Governors University, 2008) This reliance on Employee 2 clearly illustrates the relationship between power and dependence as his power is derived from the other employees’ inability to perform his duties due to task complexity and their lack of expertise. From the accounting manager’s point of view, Employee 2 is such a vital piece of the company that the implications of not meeting his demands are far too risky to allow him to become dissatisfied, enabling his expert power. Coercive power is “based upon the idea of coercion” and is exercised with the intent of getting a person to do something they do not desire to do. (French and Raven 's five bases of power, 2013) The primary objective of those who utilize this power is to encourage compliance of their followers. Coercion has been used as an effective tool in convincing people to participate in “behavior that may be outside one 's normal role expectations.” (French and Raven 's five bases of power, 2013) Coercive leaders will often rely on threats of employment termination and demotion, among other things to convince their followers to carry out their wishes. “Demonstrations of harm are often used to illustrate what will happen if compliance is not gained. This source of power can often lead to problems and in many circumstances it involves abuse.” (French and Raven 's five bases of power, 2013) Reward power is described as “having the ability to grant another person things which that person desires or to remove or decrease things the person does not desire.” (French and Raven 's five bases of power, 2013) This power is based upon the concept that people are more likely to do what is requested of them if they can expect to be rewarded for doing so. Rewards are often issued in the form of “raises, promotions, and compliments.” (French and Raven 's five bases of power, 2013)
Although the scenario does not state it is required of them, the marketing manager promotes overtime by reminding employees that their efforts may improve the results of their periodic evaluations, which could result in an annual bonus that is directly influenced by the results of said evaluation.
This is how the marketing manager exercises coercive power; by associating overtime with exceptional performance evaluation results, the marketing manager is implying that employees are less likely to receive desirable evaluation results without working overtime. This contingency allows the marketing manager to exercise coercive power. The promise to gain money and the potential to lose it have proven to be effective motivators. Employee 1 “is planning to use the bonus for a well-deserved vacation that would be unaffordable without the bonus.” (Western Governors University, 2008) Employee 1’s need establishes a dependency which enables the marketing manager to use reward and coercive power concurrently. Since it would be exceptionally difficult for Employee 1 to take this vacation without this incentive, he has become dependent on the marketing manager as he is the party enabling him to take said vacation. The marketing manager derives reward power from this dependency; had the award being offered not been something in which Employee 1 was very interested, the marketing manager would have been unsuccessful in motivating Employee 1, thus rendering him (the marketing manager) …show more content…
powerless. Legitimate power is “the ability to administer to another certain feelings of obligation or the notion of responsibility. Rewarding and Punishing subordinates is generally seen as a legitimate part of the formal or appointed leadership role and most managerial positions in work organizations carry with them, some degree of expected reward and punishment. People traditionally obey the person with this power solely based on their role, position or title rather than the person specifically as a leader.”
Two examples of legitimate power are presented.
Although the accounting manager is dependent upon Employee 2’s expert power and provides this employee with a shortened workweek, the ability to perform this task demonstrates legitimate power. The task of authorizing Employee 2’s nonstandard workweek required the intervention of a person who was empowered to execute it; in this case, this person was the accounting manager. Legitimate power is also exercised by the marketing manager. This is evident in this manager’s ability to grant employees bonuses for receiving superior performance ratings on employment evaluations. This ability sets this manager apart as it demonstrates that his legitimate power is what enables him to use his other powers. Referent power is exercised when a person “administers to another a sense of personal acceptance or personal approval. This type of power is strong enough that the power-holder is often looked up to as a role model. This power is often regarded as admiration, or charm.” (French and Raven 's five bases of power, 2013) In this scenario, Employee 3 is exercising referent power. “Employee 3 is well liked, very charismatic, and positive, and people seem to be naturally drawn to Employee 3’s personality;” (Western Governors University, 2008) these characteristics allow him to exercise his referent power. Despite the fact that “other team members were unsure if the idea would fit with the corporate culture,” (Western Governors University,
2008) Employee 3 was able to overcome this resistance by way of charm. Not only was Employee 3 able to convince fellow team members that his idea was fit for execution, but he also managed to “lead the team on this project based on the enthusiasm and admiration received from colleagues” during their sales meeting. Although Employee 3 is relatively new and lacks experience leading teams, his powerful character was able to help him overcome these challenges and secure this seemingly out-of-reach opportunity.
Employee 3’s personality and persuasive skills establish the initial dependency in his scenario; because of Employee 3’s character traits, he has created an identity of indispensability as his teammates depend on him to compliment them, put them at ease and act as a role model. He further solidifies this dependency by using his referent power to attain a position as team leader, a role in which others will depend on him as a result of his newly acquired legitimate power.
Works Cited
French and Raven 's five bases of power. In (2013). Wikipedia. Retrieved from http://en.wikipedia.org/wiki/French_and_Raven 's_five_bases_of_power Robbins, S. P., & Judge, T. A. (2012). Organizational behavior. (15 ed., p. 413). Prentice Hall. Retrieved from http://vitalsource.com Western Governors University. (2008). Objective 317.1.5-10, 11. In SUBDOMAIN 317.1 – ORGANIZATIONAL BEHAVIOR & LEADERSHIP