But for compliance to work, supervisors must be able to reward and punish (that has control over the means to their people’s ends) and keep an eye on them (that is, have surveillance over them)People will identify not to obtain a favorable reaction from the agent, as in compliance, but because it is self-satisfying to do so.But for the identification process to work, the agent must have referent power – be very attractive to the target – and be salient (prominent).For example, a research study is Kelman found that students were initially greatly influenced by a speech given by a very handsome star athlete; that is, they identified with him.However, when the students were checked several months after the speech, they were not influenced. The use of coercion is almost certainly going to cause some resentment and, in some cases, it can result in large scale resentment and retaliation.Even minor resentment tends to erode the referent power of the leader.
Those who use power usually do not want others to know about it. Naturally, personal power can be strengthened by enhancing individual traits.A manager can enhance his or her power through the expertise gained by possession of special knowledge (gained by education, training ‘ and experience) and information (gained by accessing to data or people)if the leader is arrogant and insulting, or the subordinates oppose task goalsLeadership: Definition, Nature, Styles of LeadershipOrganizational Culture: Definition, Characteristics, Roles, Types6 Contributing Disciplines to the Organization Behavior FieldOrganizational Behavior: Definition, Importance, Nature, ModelMarketing Environment: Macro and Micro Marketing Environment6 Features of Organizational Behavior (Characteristics or Nature of OB)5 Strategies for Limiting Effects of Political BehaviorAbility in Organizational Behavior: Types of Ability (Explained) In fact, having power can lead to the right things in life. If the interpersonal relationships are properly managed, virtually everyone can contribute to the development of the individual’s power, including superiors, subordinates, and peers.Higher managers can significantly increase an individual’s power, as suggested by the phrase “It’s not what you know but who you know that counts.”Superiors who show a special interest and willingness to help promising subordinates are referred to as mentors or sponsors. Bosses need to be strict with their employees and are justified in expecting Referent power is power that is a resultant of the personality of a person. Formal authority is a right to control resources and direct people that applies to a particular context. In a company form of organisation, the ultimate authority is vested in the shareholders who delegate the authority to a Board of Directors.
Probably the most important aspect of power is that it is a function of dependency. They can initiate conversations, change topics, interrupt others, initiate touch, and end discussions more easily than less powerful people.As in other areas of organizational behavior and management, contingency approaches to power have emerged.For example, Pfeffer simply says that power comes from being in the “right” place. They identified some sources of power.Formal power is based on an individual’s position in an organization. Probably the most important aspect of power is that it is a function of dependency.The greater B’s dependence on A, the greater is A’s power in the relationship. This can be contrasted with informal authority such as influence that is based on soft power. As these names suggest, legitimate power is the power that a person in the organization holds because of his/her position and that is considered to be legitimate. In a company form of organization shareholders appoint Board of Directors to exercise all authority. This is called legitimate power.
In other hand, informal power is something a person earned himself. The major source of power is knowledge and expertise. Researchers have had problems constructing ways to measure compliance, identification, and internalization.However, this model of power does have considerable relevance as to how and under what conditions supervisors and managers influence their people.