The exercise of power has a significant impact on an individual’s life, having an effect not just on the person’s behavior but also on their thoughts, values, and convictions on the inside. The Metamorphic Model of Power, which was suggested by Kipnis, Castell, Gergen, and Mauch, sheds light on the ways in which holding power may fundamentally alter a person’s personality. It is essential to acknowledge that these shifts may not always be headed in the desired direction. The most fundamental consequence of power is that it has a tendency to enhance the holders’ sense of their own self-esteem and self-worth. Those who are in positions of control may tend to feel that they are deserving of their power and that they are intrinsically superior to their peers or subordinates. This is a dangerous way of thinking since it may lead to disastrous consequences. This change in self-perception may present itself as a feeling of hubris or self-importance, which occurs when those in positions of power perceive themselves as being worthy of their higher status. Assuming that their viewpoint is the only one that should be considered, they could engage in actions such as being indifferent or dismissive of the contributions of others. In essence, being in a position of authority may cause people to internalize their dominance, which can result in a distorted perception of one’s self.
On the other hand, the Metamorphic Model of Power posits that individuals who possess power eventually develop a tendency to devalue those who do not wield power. This viewpoint, which is based on the basic attribution fallacy, entails assigning personal characteristics for conduct while minimizing the importance that situational variables play in influencing behavior. As a consequence of this, those who occupy positions of authority may see the people who report to them or work alongside them as fundamentally subpar, inept, or undeserving of their attention. This kind of undervaluing of other people might have a negative impact on the dynamics of the workplace. It has the potential to bring about diminished collaboration, poorer employee morale, and a toxic work atmosphere characterized by a lack of mutual respect and cooperation among employees.
The effects of these power-induced shifts in attitude and conduct may have substantial repercussions in the context of organizational settings. Powerholders who believe they are infallible are more likely to make choices without taking the viewpoints or expertise of others into consideration, which may be detrimental to the efficiency of the organization as a whole. This authoritarian approach has the potential to impede creativity and innovation while also reducing staff engagement levels. In the worst circumstances, it may foster an atmosphere of dread in the workplace, making people reluctant to speak their minds or question established norms.
The Five Bases of Power, developed by French and Raven, provides more insights into the ways in which power may influence a person’s life. These bases of authority are referred to as legitimate power, expert power, referent power, reward power, and coercive power. It is important to note that persons in positions of power often control many bases at the same time. For instance, a manager may possess legal authority based on their formal position within the firm, which permits them to reward or punish personnel (reward and coercive power). This power enables them to have control over the organization. In addition to this, since they are familiar with the procedures and workings of the organization, it is possible that they have expert authority. The fact that they have several power bases may let them exert more influence on others around them. However, this also raises the possibility that power may be abused if it is not used in a prudent manner. Manipulation that is either coercive or dependent on rewards may result in animosity among subordinates, which in turn lowers the quality of relationships that exist inside the company.
In addition, McClelland’s idea of the desire for power provides another dimension to our knowledge of how power influences the lives of a person. According to his thesis, individuals in the workplace have three primary needs: the need for accomplishment, the need for affiliation, and the need for power. The yearning for accomplishment is closely related to the aspiration to triumph over obstacles and complete responsibilities on one’s own. People who have a strong drive to succeed often go for jobs in which they have some degree of influence over the results, such as researchers who must depend on their own efforts to be successful. People who have a desire for affiliation are predisposed to be well at positions that need them to mediate conflicts or communicate effectively with others since this need is centered on the formation and maintenance of connections.
McClelland’s concept of the desire for power is especially pertinent to conversations concerning the effects of power. People who have a high demand for power are often motivated by a strong desire to exert their authority over others. However, the manifestation of this urge may take a variety of forms. Personalized power is defined by the desire to achieve power for one’s personal advantage, frequently at the cost of others within the organization. This kind of power may be detrimental to the company as a whole. This kind of dominance may result in ruthless competition and a disdain for the well-being of coworkers, which is contrary to what Robert Sutton famously referred to as the “no jerk rule.” On the other hand, socialized power refers to the acquisition of power for the purpose of furthering the interests of a group as a whole. It often leads to healthy interactions among group members and encourages the continued success of the organization over the long run. This sort of power is consistent with good leadership, in which leaders put the health and happiness of their teams and the company as a whole ahead of their own personal interests.
Power is, at its core, a multidimensional force that exerts a complicated level of influence on the lives of an individual. It has the capacity to boost one’s self-esteem and self-perception, while at the same time encouraging one to see others in a less favorable light. The repercussions of power are not confined to the mind of a person but rather extend to their behaviors and the ways in which they connect with other people. It is possible to get significant insights into the dynamics of power in organizational settings by gaining an understanding of the many sources of power as well as the demand for power. It highlights the necessity of utilizing power cautiously and responsibly in order to create a pleasant and productive work environment, rather than one that is defined by arrogance, manipulation, or contempt for others. This is because such an atmosphere is less likely to foster healthy and productive work relationships.
Reference:
Gruman, J. A., Schneider, F. W., & Coutts, L. M. (Eds.) (2017). Applied Social Psychology: Understanding and Addressing Social and Practical Problems (3rd ed.). Thousand Oaks, CA: Sage Publications.
This phrase in some way defines the article and the central theme based on the concept of power: “The exercise of power has a significant impact on the life of an individual, having an effect not only on the person’s behavior but also on their thoughts, values, and internal convictions. In addition to being a great practical exercise in moderation and human quality, it is a topic of permanent discussion in academic circles especially in the area of psychology. Since within that subjective exercise of the hierarchy that is power, multiple characteristics of human behavior are contained, as you point out “The metamorphic model of power, suggested by Kipnis, Castell, Gergen, and Mauch, sheds light on how “Power can fundamentally alter a person’s personality”, and that is why the good use of its practical exercise has so much relevance for social researchers, because it not only impacts the life of the individual who exercises it as described in his article “Power is, in essence, a multidimensional force that exerts a complicated level of influence on an individual’s life” but also the environment that is impacted both culturally and socially. A simple approximation about power and how it provides a powerful source of energy to the people who possess it, to pursue any goal they consider important. Power itself is especially binding in shaping the expressive and communicative traits of any individual and can play different roles, especially those that promote the interests it influences.
Reference
Gruman, J. A., Schneider, F. W., & Coutts, L. M. (Eds.) (2017). Applied Social Psychology: Understanding and Addressing Social and Practical Problems (3rd ed.). Thousand Oaks, CA: Sage Publications.