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The Secret Source of Power: Why Your Boss May Have More Influence Than You Do
In today's workplace environment, the concept of power is not only related to position, but also a subtle product of social interaction. Many people may believe that only senior leaders have real power, but in reality, power comes in many forms and forms, and is often invisible. This article will delve into the various bases of power and attempt to explain why superiors are able to exert so much influence over their subordinates in the decision-making process.
"The essence of power lies in relationships, not just positions."
The difference between power and influence
Before understanding the influence of our boss, we need to first clarify the essential difference between "power" and "influence". According to research by social psychologists France and Lavin, power is a state that enables A to strive to influence B's behavior and thoughts in his relationship with B. Influence, on the other hand, is a behavior, which may be active or passive. This theory points out that the exercise of power must rely on B's recognition of A and both parties' understanding of the relationship.
Five bases of power
France and Lavin proposed five basic sources of power: legitimate power, referent power, expert power, reward power and coercive power. These sources of power can complement each other and sometimes even replace each other.
Legal power
Legitimate power, also known as "responsibility power", refers to the power that comes from holding a certain position. This power is usually accompanied by formal authorization and is reflected in the manager's responsibilities and authorities. Typically, this kind of power works from the top down in an organization, and good legitimate power allows managers to more effectively guide their teams to achieve their goals.
Reference power
Reference power stems from personal charisma and interpersonal skills. People with this kind of power are often able to attract others and build loyalty within their teams. A leader can influence the behavior of others and build trust through the power of their example. This kind of trust makes subordinates willing to follow the leader's footsteps and not back down even in difficult times.
Expert power
When someone has expertise or skills in a specific area, this trust and respect translates into expert power. This power is very specific and limited to a specific area, and usually works well in situations where technical expertise is required. Experts can provide effective solutions and enhance the quality of the team's decision-making.
Reward Power
Reward power comes from managers being able to give others desired rewards, such as promotions, bonuses or other benefits. This power works, but if used incorrectly, it can lead to a deterioration of department culture. The effectiveness of rewards decreases over time, so appropriate application is important.
Coercive power
Coercive power is the most obvious but also the least effective power. It relies on fines, threats, or punishment to ensure compliance, often leading to resentment and resistance. This power, if used inappropriately, can cause harm to the organizational climate.
"Successful leaders effectively integrate various forms of power to build connections with their followers."
Multiple dimensions of power
Power is a dynamic process in interpersonal relationships that changes over time and as circumstances change. According to relational model theory, power can be used to motivate others to act in a certain direction or to restrict others' choices. The reflected results depend on the power user's strategies, methods, and the rationality of the goals.
Conclusion: Reflecting on the nature of power
Emphasizing the diversity of the nature of power, we must not only focus on the sources of power of our bosses, but also understand how to use these powers for healthy communication and interaction. Many people may feel oppressed by their superiors' power in the workplace. However, if we can conduct an in-depth discussion on the internal structure of power, we may be able to find ways to promote organizational development. So how do we prepare ourselves to adapt to and leverage the power structures in the workplace?
