Power
o :# refers to a person's or group's potential to influence another person or group
to do something that would not otherwise have been done.
need for power
o :# Wanting to control and influence others, or to be responsible for others
leadership motive pattern
o :# A high need for power...
o :# refers to a person's or group's potential to influence another person or group
to do something that would not otherwise have been done.
need for power
o :# Wanting to control and influence others, or to be responsible for others
leadership motive pattern
o :# A high need for power (with high impulse control) and a low need for
affiliation
Reward
o :# Power due to control over. is position power that involves the use of both
tangible (e.g., pay raises or preferred work assignments) and intangible (e.g.,
praise) rewards to influence and motivate followers
reward ex
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o :# Students comply with instructor instructions and deadlines because they want
to receive the reward of a good grade. Rewards are one of the strongest tools used
by managers to inspire high performance. This manager, for instance, is using
reward power by giving a member of the organization recognition for being an
outstanding performer.
Legitimate power
o :# is a form of position power based on a person's holding a managerial position
rather than anything the manager is or does as a person.
is the formal authority the firm gives a manager to hire new employees, assign work,
monitor employees' work, and enforce organizational rules. Subordinates comply
because they believe that the managerial position gives the manager the right to make
certain requests of them.
Legitimate Power ex
o :# nurses will show up for their shifts as assigned by a supervisor, even if those
shifts are not those they prefer. Because the scheduling manager has the
legitimate power to assign shifts, employees accept the final work schedule.
Coercive
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o :# Power due to control over punishments, If a manager has the ability to punish
subordinates, he or she can use position power to "coerce" subordinates to
comply out of fear or because people want to avoid being punished. Punishment
could be any undesired or negative consequence, including a reduction in work
hours, being assigned to work an undesirable shift, or a written or verbal
reprimand.
coercive power effects
o :# Threatening punishment can have negative side effects on employees,
including stress, resentment, decreased morale, and retaliation and can even cost
the manager his or her job if used improperly. Although it can produce behavior
change, use coercion only when absolutely necessary—for example, if an
employee is engaging in unsafe, unethical, or illegal behaviors. Informing
subordinates about rules and punishments for violations, giving subordinates
sufficient warning prior to the punishment and giving them a chance to improve,
and using punishment only when you are certain of a violation help to decrease
employee resentment and retaliation. To most effectively use coercive power, it is
also important to administer appropriate punishment promptly and consistently,
avoid appearing hostile, and give warnings and punishment notifications in
private.
personal power
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