Page 164 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes 9.3.2 Types of Power

In conjunction with the authority, a manager uses power to influence others towards the
accomplishment of goals. He can use power for personal gains or for the good of the organisation.
However, if his subordinates believe that he uses power for personal gain, he will soon suffer an
erosion of that power. On the other hand, if subordinates believe he uses power to accomplish
the organisational goals, his power to influence them will become stronger. His power will also
become stronger when you share it through delegation of authority. Of the six types of power—
reward, coercive, legitimate, informational, referent, and expert—he may use one or more in
various combinations. Each situation will determine the one or ones he uses.

1. Reward Power: Reward power stems from a manager's use of positive and negative
rewards to influence subordinates. Positive rewards range from a smile or kind word to
recommendations for awards. Negative rewards range from corrective-type counseling
to placing a person on report. A manager will find one of the best ways to influence his
subordinates through the use of reward power.
As a chief, a manager is responsible for starting the positive reward process. Frequent use
of positive rewards will amplify the effect of a negative reward. One must give positive
rewards freely, but should use restraint in giving negative rewards.
If a manager uses negative rewards frequently, subordinates begin to expect a negative
reward. Their expectation of a negative reward will lessen your power.

2. Coercive Power: Coercive power results from the expectation of a negative reward if a
manager's wishes are not obeyed. Coercive power works, but is not the preferred method
of leading subordinates. It works best if used when all else fails and you feel sure you can
carry through with a threat.

3. Legitimate Power: Legitimate power comes from the authority of a manager's rate and
position in the chain of command. Although legitimate power increases with added
responsibilities, one can decrease that power if one fails to meet all of your responsibilities.
Also, when a subordinate wishes to assume some of your responsibilities, formally delegate
those responsibilities to the subordinate. That makes the subordinate accountable to you.
You then increase the subordinate's power while retaining your power.
4. Informational Power: Informational power depends on your giving or withholding of
information or having knowledge that others do not have. Use informational power
when giving orders to subordinates. Give orders in such a manner that your subordinates
presume the order originated at your level. When forced to comply with orders you do
not agree with, don't introduce the order by saying "The senior management said. . ." and
present the order in a manner that leaves no doubt you initiated it.
Rely on your own resources to stay fully informed instead of depending on others.
Subordinates may present unreliable information in a manner that makes it appear to be
true. Superiors may become so involved with projects they forget to keep you informed of
tasks being assigned or upcoming inspections. Information is power. Stay informed!
5. Referent Power: Referent power derives from your subordinates' identification or
association with you. You have this power by simply being "the chief." People identify
with the ideals you stand for. The chief has a pre-established image. You can enhance that
image by exhibiting charisma, courage, and charm. An improved image increases your
referent power. Always be aware of how others will perceive your actions. A negative
image in the eyes of others will lessen your power and render you ineffective. Maintain a
positive image!

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