Organizational Behavior (Stephen Robbins)

Within larger organizations, the information technology (IT) group often has con-

siderable power, because everyone, right up to the CEO, is dependent on this group

keeping computers and networks running. Since few people have the technical expert-

ise to do so, IT personnel end up being viewed as irreplaceable. This gives them a lot of

power within the organization.

Power should not be considered a bad thing, however. “Power, if used appropriately,

should actually be a positive influence in your organization,” says Professor Patricia Bradshaw

of the Schulich School of Business at York University. “Having more power doesn’t neces-

sarily turn you into a Machiavellian monster. It can help your team and your organization

achieve its goals and increase its potential.”^3 The positive benefits of power (and politics) have

also been explored by Professor Tom Lawrence of SFU Business and his colleagues.^4

BASES OFPOWER

As the Olympics figure skating controversy swirled, International Skating Union (ISU) presi-

dent Ottavio Cinquanta tried to contain the uproar by announcing three days after the event

that “We cannot change the result of the competition.” He was sending out a signal to the

Americans, who had taken to the airwaves to protest the results of the competition, that lob-

bying could not turn judges’ scores around, or change ISU procedures. Forty-eight hours later,

however, he changed his mind and announced that the results would be changed, and Salé

and Pelletier would receive gold medals as well. What could have made Cinquanta change his

decision so quickly?

Where does power come from? What is it that gives an individual or a group influence

over others? The answer to these questions was developed by social scientists John

French and Bertrand Raven, who first presented a five-category classification scheme of

sources or bases of power: coercive, reward, legitimate, expert, and referent.^5 They sub-

sequently added information power to that schema (see Exhibit 7-1).^6

Coercive Power

Coercive poweris defined by French and Raven as being dependent on fear. One reacts

to this power base out of fear of the negative results that might occur if one fails to

222 Part 3Interacting Effectively

EXHIBIT 7-1 Measuring Bases of Power

Does a person have one or more of the six bases of power? These descriptions help identify the person’s power base.

Power Base Statement

Coercive The person can make things difficult for people, and you want to avoid getting him or her angry.

Reward The person is able to give special benefits or rewards to people, and you find it advantageous to trade

favours with him or her.

Legitimate The person has the right, considering his or her position and your job responsibilities, to expect you to

comply with legitimate requests.

Expert The person has the experience and knowledge to earn your respect, and you defer to his or her judgment

in some matters.

Referent You like the person and enjoy doing things for him or her.

Information The person has data or knowledge that you need.

Source:Adapted from G. Yukl and C. M. Falbe, “Importance of Different Power Sources in Downward and Lateral Relations,” Journal of Applied

Psychology,June 1991, p. 417. With permission.

2 How does one get

power?

coercive power Power that is
based on fear.