Orgbev

I. Definition of Power Power is defined in many ways, words and explanations. Power as generally defined as an: ability to act, regarded as latent or inherent; the faculty of doing or performing something; capacity for action or performance; capability of producing an effect, whether physical or moral: potency; might; as, a man of great power and; the power of capillary attraction. A person can have power over you only if he or she controls something you desire.

II. Contrasting Leadership and Power

Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. A second difference relates to the direction of influence. Leadership focuses on the downward influence patterns. Power does not. In still another difference, leadership research, for the most part, emphasizes style. In contrast, the research on power focuses on tactics for gaining compliance. It goes beyond the individual as the exerciser of power because groups as well as individuals can use power to control other individuals or groups.

III. Bases of Power
A. Formal Power Formal power is based on individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority.

Coercive Power – The power base depends on fear of the negative results from failing to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, frustration through restriction of movement, or the controlling by force of basic physiological or safety needs.

Reward Power – The opposite of coercive power, with which people comply because it produces positive benefits, someone who can distribute rewards others view as valuable will have power over them. These rewards can be either financial such as controlling pay rates, raises, and bonuses or nonfinancial, including recognition, promotions, interesting work