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The concept of "power
Influence of power in organizations
Influence of power in organizations
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Power
When discussing the topic of leadership, one concept that inevitably keeps coming up is that of power. For many people, power is not a pleasant thing as it has been associated with corruption, domination, and exploitation of the powerless by the powerful. Nevertheless, it is worth noting that when power is applied responsibly, it benefits the society in various ways. Power can be defined as the potential or capacity to influence others in decision making in political, social, or economic arena (Rothman 425). In order to have a broader meaning of power, it is of paramount importance to understand the various sources of power and how power functions in the society. In this regard, this paper shall discuss a few examples of sources of power and the different theories that, explains how power is distributed.
The first type of power is legitimate power, which results from an individual gaining authority through a position, title, or job description. In this type of power, a democratic process is involved in the election of a political leader or official into an office. The elected individual is given legitimate authority to induce those who are being led to perform their duties and obey the set orders or rules (Rothman 426). The second source of power comes from the position one holds in an organization or a political party. Therefore, position power is not dependent on the degree of legitimate power vested in an individual. According to Rothman, position power can be characterized in terms of various factors. These include relevance, referring to the extent to which the tasks assigned to an individual are aligned with the priorities of an organization (428).
The other factor is flexibility, referring to the extent to which...
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...aintain their powerful positions. Another theory of power is the ruling class theory. According to this theory, power is vested in those who own and control the means of economic production. Therefore, a Ruling Class can be identified based on the capacity of its members to control the channels through which production, exchange, and distribution of resources take place in the society. This Ruling Class controls and dominates the institutions vested with political power (Power and Politics).
From the above discussion, power as the ability to influence others has many faces, which various writers have tried to identify. Leaders need to understand the different sources of power so that they can be effective in their leadership roles. From the theories of power discussed in the paper, it is clear that power is precious and its exercise calls for responsibility.
various forms that power may take, such as money and coercion, which are negated as valid forms
Power. It is defined as the capacity or ability to direct or influence the behavior of others or the course of events. Throughout time, certain individuals have acquired power in their society as a way to govern and keep order among their community. Power is not a new concept; it was used in the past by many emperors, kings, and queens, and is still being used by presidents, prime ministers, and dictators. Although, it has been used to further progress societies into what the world is like today, not all power has been used for the best of mankind. But what goes awry to make power turn corrupt? In William Shakespeare's Hamlet, it is illustrated how power can turn corrupt, when authoritative figures, who possess power, abuse it for their personal gain, rather than for the common good of the society.
Power has been defined as the psychological relations over another to get them to do what you want them to do. We are exposed to forms of power from the time of birth. Our parents exercise power over us to behave in a way they deem appropriate. In school, teachers use their power to help us learn. When we enter the work world the power of our boss motivates us to perform and desire to move up the corporate ladder so that we too can intimidate someone with power one day. In Joseph Conrad’s Heart of Darkness Kurtz had a power over the jungle and its people that was inexplicable.
Power- an ability || physical strength || controlling influence || a person of great influence
In the book, Obasan, Joy Kogawa uses imagery to convey different symbolic meanings in Naomi's life. Naomi goes through a journey in the novel to uncover the truth of her past. One of the many literary elements that the novel possesses is animal imagery that emphasizes meaning and contributes to the novel's theme. Several animals are mentioned throughout the novel to represent Naomi's emotions and her journey. Kogawa utilizes the several instances of animal imagery in her novel, Obasan, to reveal the nature of power, both physically and emotionally, and the victim of power—Naomi. Animals such as the chicks represent Naomi's helplessness and innocence as she lived in a world without her mother or knowledge of her history. The animals that Kogawa uses, kittens, chicks, and birds, are not strong enough against humans. They are not lions or tigers that can do harm upon other animals or human beings, therefore this makes them easily threatened and killed by power.
In society, it can be agreed that there are two main types of power, proximal relations of power and distal relations of power. Proximal relations of power deals within the personal relationships in society, whereas distal relations of power are related to society in a more abstract way that affects it as a
At this point, with an understanding of what power is, what it means, how it is created and the various means through which it is expressed, one can begin to conceptualise how it is that power functions within a given society. Symbolic, cultural, social and economic capital distribute and perpetuate power within a society, through a cycle of transformation whereby these capital resources can be interchanged and manipulated to the advantage of individuals who have
All people have power, some people are just more powerful than others. Having power is the ability to create change. Examples of power being used wrongly is during the French revolution, and the residential school crisis. During the French revolution, two examples were shown of people abusing their power. King Louie XVI raised taxes so that he could buy things that he and his wife Marie Antoinette wanted, and took away rights from the third estate. In the residential schools crisis, the teachers, priests and nuns had power over the students and abused the students in different ways. Superior people take away the rights from those who are below them, but they end up corrupt.
According to the "Power and Leadership" essay written by Paula Braynion, "the first thing one encounters when trying to understand power is a difficulty in arriving at a concise definition, as there are many and varied definitions and perspectives seeking to explore and explain the concept." (Braynion, para 1) There are two main kinds of power to look at when figuring out how power and leadership relate. The first kind of power is formal power which is obtain by an individual from having a formal or privileged position in an organization's hierarchy, for example a VP or a CEO would have formal power over his or her employees. The second kind of power is known as informal power or influential power, this power is based on the ability to influence others rather than the ability to control rewards and punishment. Informal power is the result of peers and other employees choosing to follow an
McShane and von Glinow determine that the first three powers - legitimate, reward, and coercive power - are granted to persons through the organization or co-workers, whereas the two other powers – expert and referent power - depend on the “power holders own characteristics” (301). The first source of power that can be assigned to members of the organization is Legitimate Power, which is defined as an “agreement among organizational members that people in certain roles can request certain behavior of others” (302). This source of power generally results from different roles in the organization (hierarchy). Like the manager can expect his or her employees to do what he or she requires. Another source of power that can be given to employees is Reward Power, which is defined as “the person’s ability to control the allocation of rewards valued by others and to remove negative sections” (302). Reward power offers incentives and is the opposite of the third source of power, which is Coercive Power. Coercive power is the last source of power that is assigned to people and involves “the ability to apply punishment” (303). The fourth source of power is Expert Power, which does not originate from the position but rather from within the person. Expert power is “the capacity to influence others by possessing knowledge or skills that others value” (303). For instance, an employee can develop expert power when gaining important knowledge for the organizations that others would also like to have. The fifth source of power that does not depend on the role or position of an employee, but on the person’s own characteristics is Referent Power, which is defined as “the capacity to influence others on the basis of an identification with and respect for the power holder” (303).
Power is everywhere; in organizations, relationships, businesses, government, education, et cetera. Power is defined as a capacity that X has to persuade the behavior of Y so that Y acts according to X's wishes (Robbins & Judge, 2007). Power is essential because without it, organization and leadership effectiveness is eliminated within the confounds of the given relationship. A dependency is Y's relationship to X when X possesses something that Y requires (Robbins & Judge, 2007). In essence, there are five bases of power: Coercive power, Reward power, Legitimate power, Expert power, and Referent power (Robbins & Judge, 2007). The scenario exemplifies each power and how each is used. The scenario also illustrates the dependency relationship of each power for the parties involved.
Some theorists believe that ‘power is everywhere: not because it embraces everything, but because it comes from everywhere… power is not an institution, nor a structure, nor possession. It is the name we give to a complex strategic situation in a particular society. (Foucault, 1990: 93) This is because power is present in each individual and in every relationship. It is defined as the ability of a group to get another group to take some form of desired action, usually by consensual power and sometimes by force. (Holmes, Hughes &Julian, 2007) There have been a number of differing views on ‘power over’ the many years in which it has been studied. Theorist such as Anthony Gidden in his works on structuration theory attempts to integrate basic structural analyses and agency-centred traditions. According to this, people are free to act, but they must also use and replicate fundamental structures of power by and through their own actions. Power is wielded and maintained by how one ‘makes a difference’ and based on their decisions and actions, if one fails to exercise power, that is to ‘make a difference’ then power is lost. (Giddens: 1984: 14) However, more recent theorists have revisited older conceptions including the power one has over another and within the decision-making processes, and power, as the ability to set specific, wanted agendas. To put it simply, power is the ability to get others to do something they wouldn’t otherwise do. In the political arena, therefore, power is the ability to make or influence decisions that other people are bound by.
There are several sources of power, some of them are authority, reward, expertise, and coercion.
When power becomes legitimate, it is then recognized as authority (Denhardt et al, 2001). Power becomes authority when it is accepted and even desired by society. As stated by the course study notes, “authority refers to a situation where a person (or group) has been formally granted a leadership position”. An individual has authority when everyday norms and regulations support the exercising of power by that individual. In an organizational setting, “authority is hierarchal and vested in positions” (Week 9 Study Notes), which are defined by “organizational charts, positions and rules” (Week 9 Study Notes). Generally, power in authority also involves the possibility of rewards such as promotions and good performance reviews.
university president for instance has more power than a dean of a business school, but they both have formal power. Personal power, on the other hand, is the capacity to influence others that comes from being viewed as knowledgeable and likable by followers. This is a type of power that derives from the interpersonal relationships that leaders develop with followers (Yukl, 2006). Some argue that when leaders have both position and personal power, it is advisable to use personal power most of the time. Overuse of position power may erode the ability of a leader to influence people (Goffee, & Jones, 2007). Of course, it is important to know when it is most appropriate to use position power and to be able and willing to use it (Daft, 2005; Goffee,