Summary
Thoroughly explaining the definition of power, each of it's five bases (legitimate, reward, coercive, expert, and referent power) and what each base does.
Power is one of the cardinal dimensions of social psychology in understanding the mechanisms by which individuals impose their will on, and control the behavior of, others. One way of grasping the dynamics of power is with the use of a metaphoric model of power. In this model, power is viewed as somewhat a type of force exercised over others, like an object being pushed or pulled. This model highlights the relational character of power-it exists in organic relationship between at least two parties: the formerly powerful and the latter whose power has been used against him/her. In such a view-power is not a property-like trait but rather one that is manifest in social interaction. In explaining the working of power relationships, one could perhaps look to the theory of the five bases of power devised by French and Raven in 1959, which lucidly explains the everyday dynamics of influence.
These bases of power- legitimate, reward, coercive, expert, and referent power- show different ways in which individuals can influence others. Each base takes into consideration relations vis-a-vis the power holder and subordinates and how they react in specific contexts. Within this understanding of power bases, there is a diversity of uses of power in all social and interpersonal relationships in our daily lives, personal and business. This is especially true in leadership and managerial settings.
Legitimate power originates from a formal position or role within an organization or social structure. For example, a manager in a workplace or a teacher in a school has a legitimate power owing to his or her position. Exercise of this particular form of power usually requires subordinates to recognize and accept the authority attached to a role. Though widely accepted, the power can be limited by the sphere of authority-when the pertained role ceases to function, the power becomes ineffective. This is highly relevant within the field of organizational behavior because many people comply with directives just because of the status or title that the person giving the order holds.
Reward and Coercive Power are essentially opposite sides of the same coin. Reward power draws its strength from the ability to offer positive incentives. Coercive power derives from being able to impose punishment. Both reward and coercive power are extrinsic motivators, which means they influence behavior through external rewards. They may be effective in the short run, but excessive reliance on such power breeds resentment and thus undermines intrinsic motivation, which is a central theme of self-determination theory.
Expert Power originates in specialized knowledge or skills that others value. For instance, a programmer having advanced coding knowledge in coding is bestowed expert power, as this person is relied on to get the appropriate ideas for solving complicated tasks. Unlike legitimate power, rooted in role occupantship, expert power stems from perceived competence, meaning it may sometimes exist outside formalized hierarchies. Such power creates respect and admiration and engenders voluntary compliance rather than compelled obedience. However, this kind of power is limited to domains in which the expert can exercise proficiency.
In sum, considering the five bases of power not only makes us more mindful of how influence is exercised but also gives us specific tactics for how to react. In the case of individuals in positions of power, for instance, we can be aware of the power bases they are using and identify strategies that will build or maintain our relationships with them based on this information. Overall, the organizational power model provides us with an extensive lens into the tangled web of power that operates within and around us. By using the concept in this way, we can understand the non-obvious forces at work in our relationships.
References:
French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in Social Power (pp. 150-167). Ann Arbor, MI: Institute for Social Research.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.