List Of Types Of Power

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Andrew J. Dubrin lists seven types of power. They are position power, personal power, power stemming from ownership, power stemming from dependencies, power derived from capitalizing on opportunity, power stemming from managing critical problems, and power stemming from being too close to power. First, there are three bases of power that stem from a person’s position in the organization. They are legitimate power, reward power, and coercive power. Legitimate power is the lawful right to make a decision and expect compliance. People at the highest levels in the organization have more power than do the people below them. Additionally, reward power is the authority to give employees rewards for compliance. Many leaders occupying a formal…show more content…
Sixth, the power stemming from managing critical problems occurs because leaders of units directly involved with the organization’s core purposes usually have more power than those leaders of department not directly linked to the core purpose. Seventh, power stemming from being close to power shows that the closer a person is to power, the greater the power he or she exerts. Likewise, the higher a unit reports in a firm’s hierarchy, the more power it possesses. In contrasting power tactics and influence tactics, we must understand the difference between power and influence. Power is the potential or capacity to influence, while influence is the ability to affect the behavior of others in a particular direction. Power tactics fall along three dimensions: behavioral, rational, and structural. First, behavioral tactics can be soft or hard. Soft tactics take advantage of the relationship between person and the target. They are more direct and interpersonal and can involve collaboration or other social interaction. Conversely, hard tactics are harsh, forceful, and direct and rely on concrete outcomes. Comparatively, rational tactics of influence make use of reasoning, logic, and objective judgment, whereas non-rational tactics rely on emotionalism and subjectivity. Correspondingly, structural tactics exploit aspects
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