Lecture 17 Power Flashcards Preview

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Flashcards in Lecture 17 Power Deck (20):


1. Authority and ability to get things accomplished.
2. The capacity to *get others to do something* one wants them to do, that they would not ordinarily do.
3. Potential of an *individual or group* to influence the behavior of others.


Having power gives one the potential to change the _ of individuals and groups.

Attitudes and behaviors.


Legitimate power

1. Also called *authority*; power conferred by title or official position within an organization.
2. Creates a feeling of obligation and responsibility.


Expert power

Power gained through knowledge, skill, expertise, or experience.


Referent power

1. Power obtained because of identification with a leader or with what that leader symbolizes.
2. Gives people a feeling of personal acceptance or approval.


Reward power

1. Power derived from the ability to grant rewards or favors to others.
2. Gets employees to work toward meeting goals; develops loyalty and devotion to leaders.


Coercive power

1. Power based on fear of punishment.
2. A person using this form of power achieves compliance through threats.


Charismatic power

Power derived from attractiveness or charm; a more personal type of power.


Informational power

Power obtained when people have information that others must have to accomplish their goals.


Authority-power gap

1. The gap that sometimes exists between a position of authority and subordinate response.
2. A wider gap leads to *organizational chaos*.


Circumstances that bridge the authority-power gap

1. Followers believe that the manager is doing a good job.
2. Followers believe that the organization has their best interests in mind.
3. Followers do not feel controlled by authority.
4. Managers get to know their employees.


The size of the authority-power gap is determined by _

Manager status.


Issues that *widen* the authority-power gap

1. Loss of credibility.
2. Overusing commands.
3. Followers have limited input in decisions.


Issues that *decrease* the authority-power gap

1. Management follows through, is credible.
2. Management is trustworthy.
3. Followers have authority in decision making.
4. Managers take a personal interest in their employees.



1. An interactive process that develops, builds, and increases power through cooperation, sharing, and working together.
2. Develops leadership, collegial relationships, and self-respect.
3. Example: Self-scheduling.


Queen bee syndrome

1. Typically exemplified in female-dominated professions (e.g., nursing).
2. Marked by a female leader who has struggled to become successful, but once successful, does not assist others in achieving the same success.


Requirements to keep power

1. Maintain an adequate authority-power gap (smaller is better).
2. Empower subordinates.
3. Use authority in a manner that is viewed as necessary - overt displays of authority should be used only as a *last resort*.
4. Use political strategies.



The art of using power effectively.


Requirements of politics

1. Clear decision making, assertiveness, accountability, and the willingness to express one's own views.
2. Be *proactive* rather than reactive.
3. Decisiveness.


Response by subordinates to authority is influenced primarily by _

1. The legitimate authority of the position.
2. The perceived power of the manager.
3. Socialization of individuals to power/authority figures.