Expert power is when someone has a special skill or knowledge about something. They are an expert in his or her field. I have been a licensed nail technician in the state of Illinois for over five years.
Think of a leader you've known who relied on his or her ability to discipline or reward people to get things done. Then, remind yourself of a leader who was a renowned expert in his field, or who you really admired for his integrity. How did it feel to work for these leaders, and which one got the best from you?
The way a leader behaves toward you and how effectively you work as a result can both depend on the source of her power. And her power need not come from her official status or title. Social psychologists John French and Bertram Raven studied this phenomenon more than half a century ago.
Despite its age, their research can still help us to understand why some leaders influence us, how prepared we are to accept their power, and — if you are a leader — how you can develop new power bases to get the best from your people.
Understanding Power InFrench and Raven described five bases of power: Legitimate — This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient.
Reward — This results from one person's ability to compensate another for compliance. Expert — This is based on a person's high levels of skill and knowledge. Referent — This is the result of a person's perceived attractiveness, worthiness and right to others' respect.
Coercive — This comes from the belief that a person can punish others for noncompliance. Six years later, Raven added an extra power base: Informational — This results from a person's ability to control the information that others need to accomplish something.
By understanding these different forms of power, you can learn to use the positive ones to full effect, while avoiding the negative power bases that managers can instinctively rely on.
The Bases of Power Let's explore French and Raven's bases of power in two groups — positional and personal.
Positional Power Sources Legitimate Power A president, prime minister or monarch has legitimate power. So does a CEO, a religious minister, or a fire chief. Electoral mandates, social hierarchies, cultural norms, and organizational structure all provide the basis for legitimate power.
This type of power, however, can be unpredictable and unstable. If you lose the title or position, your legitimate power can instantly disappear, because people were influenced by the position you held rather than by you.
Also, the scope of your power is limited to situations that others believe you have a right to control. If a fire chief tells people to stay away from a burning building, for example, they'll likely listen.
But if he tries to make two people act more courteously toward one another, they'll likely ignore the instruction. Reward Power People in power are often able to give out rewards.
Raises, promotions, desirable assignments, training opportunities, and simple compliments — these are all examples of rewards controlled by people "in power.
The problem with this power base is that it may not be as strong as it first seems. Supervisors rarely have complete control over salary increases, managers often can't control promotions by themselves, and even CEOs need permission from their boards of directors for some actions.
Also, when you use up rewards, or when the rewards don't have enough perceived value, your power weakens. The exceptions to this are praise.Published: Tue, 18 Apr The five bases of power are identified as coercive, reward, legitimate, referent and expert power. Coercive power is based on the idea of coercion.
In , French and Raven described five bases of power: Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient. Five Bases of Power In John French and Bertram Raven conducted a study in leadership roles on bases of power Coercive, referent, legitimate, expert, and reward power were identified as the five bases of .
There are five bases of power that classify power within an organization: power, reward power, legitimate power, expert power, and referent power. The first base of power is coercive. This power is exploits fear, suppression . Five bases of power essay.
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May 26, · Hr Essay On Power of power into five bases of power. This has been the simple and original approach to power but since it has been classified in a different way by distinguish power Words: — Pages: