Model of Power within Organizations :: Legitimate Power, Reward, Coercive Power

Introduction To explain the statement: 'Power does not flow to unknown people in the organization', I will give an overview of the Model of Power in Organizations according to Mc Shane and Von Glinow, which includes a definition of the meaning of power, the different sources of power, and the contingencies that need to exist before sources of power will translate into actual power. Finally, I will provide a conclusion and recommendation. The Sources and Contingencies of Power in Organizations McShane and Von Glinow define Power as â€Å"the capacity of a person, team, or organization to influence others† (300). Furthermore, they state that power derives from five main sources and four main contingencies like the following figure illustrates. Figure 2: A Model of Power within organizations Source: McShane and Von Glinow 302 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 â€Å"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 â€Å"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 â€Å"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 â€Å"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 â€Å"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 â€Å"the capacity to influence others on the basis of an identification with and respect for the power holder† (303).