Power and Dependency

Power has been described as the last dirty word. It is easier fort most of us to talk about sex or money than it is to talk about power. People who have it deny it, people who want it try not to appear to be seeking it, and those who are good at getting it are secretive about how they got it.

"Power corrupts, and absolute power corrupts absolutely" Is power always bad?
The truth is, by learning how power works in organization, you'll be better able to use your knowledge to help you be a more effective manager.

A definition of Power
Power refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes. This definition implies a potential that need not be actualized to be effective and a dependency relationship.

Power may exist but not be used. It is, therefore, a capacity or potential. One can have power but not impose it. Probably the most important aspects of power is that it is a function of dependency.

Contrasting leadership and power
What differences are there between the two terms? One difference relates to goal compatibility.
Power does not require goal compatibility, merely dependence.
Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.

A second difference relates to the direction of influence. Leadership focuses on the downward influence on one's followers. It minimizes the importance of lateral and upward influence patterns. Power does not.

(that's why I think 360-degree leadership is little confusing about those two terms, in my opinion, Robbins is right)

Bases of power

Formal power
Formal power is based on an individual's position in an organization. Formal power can come from the ability to coerce or reward, or from formal authority.

Coercive Power
The coercive power base is dependent on fear. At the organization level, A has coercive power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job.
Coercive power also can come from withholding key information. People in an organization who have data or knowledge that others need can make those others dependent on them.

Reward Power
The opposite of coercive power is reward power.

Legitimate Power
In formal groups and organizations, probably the most frequent access to one or more of the power bases is one's structural position. This is called legitimate power. It represents the formal authority to control and use organizational resources. Legitimate power is broader than the power to coerce and reward.

Personal Power
Expert power
Reference power

Dependency: the key to power
What creates dependency?
-Importance
-scarcity
-Nonsubstitutability
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Stephen P. Robbins and Timothy A. Judge
Organizational Behavior
Twelfth Edition