Power, Influence, and Control

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The Meaning of Power

Power is the capacity of a

person, team, or organization to
influence others.

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Power and Dependence

Person B’s
countervailing
power over
Person A Person A’s control
Person A of resource valued
by Person B

Resource
Person B desired by
person B
Person A’s
power over
Person B

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Contingencies of Power

Sources Power
of Power over others

Contingencies
of Power

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Model of Power in Organizations

Sources Power
of Power over others

Legitimate
Reward
Coercive
Expert Contingencies
of Power
Referent

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Sources of Power

Legitimate  The power that people have

because others recognize and
accept their authority is known
as legitimate power.

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Sources of Power

Legitimate

Reward  Ability to control the allocation of

rewards valued by others

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Sources of Power

Legitimate

Reward  Ability to apply punishment

Coercive

10-8
Sources of Power

Legitimate

Reward

Coercive
 The capacity to influence
Expert others by possessing
knowledge or skills that they
value

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Sources of Power

Legitimate

Reward

Coercive

Expert

Referent

 Occurs when others identify with, like, or otherwise

respect the person
 Associated with charismatic leadership

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Example 1

 Imagine that you are a supervisor heading a small group of staff members who are
working on an important project for your company. Tomorrow, you’re scheduled
to make a big presentation to company officials, but the report isn’t quite ready. If
only several staff members would work late this evening, the job could be done on
time. There is problem, however. This happens to be a night when several major
events are occurring-a key basketball game, a special concert featuring a famous
entertainer, and a big fund-raising benefit for a local museum. Most of the people
on your team have tickets to one of these events, so if anything, they’d prefer to
leave early rather than late. What can you do to get them to change their plans and
work late to complete the project? In other words, how can you influence them to
do what you want?

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 Example 2
 The plant manager (PM) of the Sitapur Diary had near absolute power over his people.
He was knowledgeable, hardworking, dedicated, but also a strict disciplinarian. He
was so particular about the cleanliness inside the plant and quality of products and
services that no one, expect the concerned employees, dared to enter the plant or come
late. Whoever entered the shop floor had to take their shoes off. His bosses, the general
manager and the chairman, too used to yield to him. It was reported that nothing could
be done in the diary without his consent’. Workers and even manager were so sacred
of him that they would immediately become alert and pretend to be busy with their
work as soon as the PM entered the campus. It so happened that some of the junior
dairy operator developed certain grievance regarding anomalies in their pay scale.
They approached the PM who did not listen to them. Then they met the Chairman.
This was taken as an act of insubordination by the PM who took immediate action
against them. Two of them were suspended and the employee were asked to boycott
them. He was so powerful that even the officers did not interact with the suspended
operators. However, the chairman felt bad and did not approve of the PM’s coercive
style.
 Source: Reddy and Nagbrahmam, 1992.

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Tactics for exerting Influence

Rational Logical arguments

Persuasion

Inspirational
Appeal
Appeal

more
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Types of Influence (con’t)

• Asking for Participation

Consultation

Coalition
Formation • Group forms to gain more power than
individuals alone

more
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Types of Influence (con’t)

Upward
• Appealing to higher authority
Appeal
• Alliance or perceived alliance with higher
status person

• Promising some benefits

Exchange

more
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