Power in Interpersonal Relations

This resource asks how power bases work in organizational life. That is an excellent question whether we are in a role as a manager, leader, or follower (employee). We all have different roles within the organization, and while we might manage a division, we still report to a senior manager. The text reviews the definition of power and the bases of power. It then introduces the concept of power dependencies, where the subordinate's values, the nature of the relationship between parties, and counterpower are explored.

Behavioral Consequences of Power

We have seen, then, that at least five bases of power can be identified. In each case, the power of the individual rests on a particular attribute of the power holder, the follower, or their relationship. In some cases (e.g., reward power), power rests in the superior; in others (e.g., referent power), power is given to the superior by the subordinate. In all cases, the exercise of power involves subtle and sometimes threatening interpersonal consequences for the parties involved. In fact, when power is exercised, employees have several ways in which to respond. These are shown in Exhibit 13.3.

A diagram illustrates employee reactions to the bases of power.


Exhibit 13.3 Employee Reactions to Bases of Power

If the subordinate accepts and identifies with the leader, his behavioral response will probably be one of commitment. That is, the subordinate will be motivated to follow the wishes of the leader. This is most likely to happen when the person in charge uses referent or expert power. Under these circumstances, the follower believes in the leader's cause and will exert considerable energies to help the leader succeed.

A second possible response is compliance. This occurs most frequently when the subordinate feels the leader has either legitimate power or reward power. Under such circumstances, the follower will comply, either because it is perceived as a duty or because a reward is expected; but commitment or enthusiasm for the project is lacking. Finally, under conditions of coercive power, subordinates will more than likely use resistance. Here, the subordinate sees little reason - either altruistic or material - for cooperating and will often engage in a series of tactics to defeat the leader's efforts.