In today’s business world, there are several different ways that an individual or group can persuade or influence others. More specifically, different types of power can play major roles in how these individuals or groups can accomplish day to day operations. With regard to power, there are two groups from which power comes from, formal and personal. Within these two groups, there are categories referred to as the “Five Bases of Power”.1 The first group, formal power, includes coercive, reward and legitimate power. The second group, personal power, consists of expert and referent power. Each of these categories has different characteristics on how they are used or applied. Further, each category also has a different affect with regard to communications within an organization.
A particular position that an individual might hold with an organization can influence which kind of formal power that particular person might employ. Formal power includes three categories, each presenting different characteristics of power in a structured setting. The first category of formal power deals with fear. Coercive Power utilizes an individual’s fear of repercussion in order to achieve a desired effect.1 In other words, a person that commands this type of power will utilize the threat of physical sanctions, restrictions through movement, controlling by force of basic physiological needs and/or withholding data or knowledge.1 As result of the nature of this power, communications between two people or groups can be highly ineffective and can cause the exact opposite effect of what was intended in the first place.
The second category of formal power is reward power. In contrast to coercive power, reward power utilizes rewards to achieve a desired result. Employees strive to comply with a superior’s wishes in order to reap the benefits. These rewards can be either financial or non-financial. Financial rewards would include bonuses, raises or possibly stock options, where as non-financial rewards include recognition, promotions, preferred work shifts or territories and preferred work assignments.1 With regard to communication, reward power might actually give the wrong impression to an individual or group because others are consistently trying to please the other. Communications might convey a positive message when in reality, the message is negative.
The last category included in formal power is legitimate power. Legitimate power comes from an individual’s structural position within an organization.1 Individuals that engage in legitimate power have the authority to control and use the different resources an organization has to offer. This type of power actually includes both coercive and reward powers but is broader in nature.1 From this stand point, the individual exerting this specific power is accepted by other members of the organization as being an authoritative figure and respond accordingly.
Particular positions within an organization attribute specific types of power however a formal position is not necessarily needed to possess power overall. Personal power is a type of authority that comes from an individual’s unique characteristics and is classified by two categories. Expert power or power that comes from specific skills or knowledge is
