Tubbs: The Five Types Of The Power Of Reward

Expert Power – Obtaining compliance through one’s knowledge or information. Managers generally have this power since they tend to have information that their employees don’t.

Most people want to feel needed and cared for by our peers and this is why this skill is so powerful when it comes to our interpersonal relationships. Expertise – Expertise refers to the individual wisdom, abilities, and gifts that are valuable for a specific project or job. “An intelligent heart acquires knowledge, and the ear of the wise seeks knowledge.” (Proverbs 18:15) A person that has experience in a specific area that few people have will give them the power of expertise.

     Legitimate power is the third type of power. This is also known as authority. This is when a subordinate believes the leader’s power over him or her is legitimate. Captain Miller definitely had this power because of his title. This type of power relates to reward and coercive power. Since he is a Captain his gives him the legitimacy to reward and punish his subordinates.

Power has been addressed in academic literature in several ways but most commonly describing “power as the ability to control valued resources and administer rewards and

Power refers to the ownership of power and impact over others. Contingent upon how power is utilized, it can prompt positive or negative conclusions in an association. Control in individuals is similar to power in batteries; the higher the voltage of battery, the more electromotive energy it can convey; subsequently, it can have more noteworthy effect. Likewise, individuals with more prominent wellsprings of force are better ready to lead and impact others than individuals with less and lesser wellsprings of force. The all the more influential you are, the more impact you ought to have. Persons can have master force; referent force; prize force; coercive power or true blue force.

Power, a tool, a quality, an influence over others, in other words, a sense of control. In relation to this, those that are given or even earned a great amount of power should use it moderately. In the world we live in today, many “leaders” use their power negatively, resulting in unfairness to others.

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There are fives power styles known as legitimate, coercive, reward, expert, and referent. George Phalen is known as the coercive of the power style. The coercive is very stern and pushes his power around to get things done. He is outspoken and can be very intimidating at times. His family and friends do not see this side of Phalen. Phalan's family knows him as being a loving and caring individual. Coercion reduces employees' satisfaction with their jobs, leading to lack of commitment and general employee withdrawal (Johnson,2016) Ben Short was considered to hold the legitimate power. He believed that the workers had to be pushed hard in order the get hard work out of them. If the work was not produced at the speed Short requested, he believed

Power can be defined in many ways. Most simply, it is the ability to get what you want.

The types of power are: interpersonal power , legitimate, referent power , expert power , reward power , coercive power.

Power is the emphasis is an employment situation. While employed you have a certain amount of power, both over your work environment and your own life.

The management can use this power to demote, transfer, fire or deny raises to their employees. The third power base of Position is legitimate power. This power stems from the level of hierarchy in which the subordinates report directly to the authority over them for decisions. Process Power controls the input and output of organizations to make sure that the processes are carried out efficiently and effectively within. Information power is the control of information or access to it within an organization. Information can be controlled to a ?need to know? basis and/or just limited to the upper management. This type of power compliments the legitimate power. Finally, there is Representative power in which an organization uses an individual to be there spokesperson both within the organization and when dealing with people outside of the organization.

A second form of power is reward-based power (Straker 2012). This is often used to motivate employees, particularly lower-level employees. Most employees work with their eye upon a paycheck to some extent, particularly in occupations such as stocking

In my opinions, reward power arises from the ability of a person to influence the distribution of rewards in an organization. Then, if manager use the reward power, then he or she should use it fairly to the employees. Rewarding employees when they are hardworking and also can ask the hopes of wonder, then it can motivate employees greatly. Punishing employees when they are lazy on working and encourage these employees to get better on their job. A manager holds in an organization 's class who has positional power should has good influence because he or she can set and enforce standards and use and distribute organizational resources. And person like this must and

In 1959 John French and Bertram Raven stated significant theories regarding the source of power in their article "The Bases of Power" and suggested that there are five sources of power. These sources are placed into Organizational Powers and Personal Powers. Organizational Power contains Legitimate, Coercive, and Reward power while Personal Power contains Expert and Referent power or Connections power (Merchant., n.d.). Raven then added another power source called Informational power six years later (Prescott, 2015). Other sources of power that are not part of the theory that French and Raven stated are Moral power and Political power.