Power, Six Bases of

Power That Leads To Socially Independent Change

One basis of power the supervisor might use is information power. The supervisor carefully explains to the subordinate how the job should be done differently, using persuasive reasons to explain why that would be a better and more effective procedure. The subordinate understands and accepts the reasons and changes his behavior. Information influence, then, brings about a cognitive change in and acceptance by the target. It is thus called “socially independent change” in that the target now continues the changed behavior without necessarily referring to, or even remembering, the supervisor as the agent of change.

Power That Results in Socially Dependent Change with Surveillance Necessary

Reward power stems from the ability of the agent to offer a positive incentive for the target to comply (for example, a raise in pay, a promotion, or special work privileges). An agent who uses coercive power brings about change by threatening a target who does not comply with undesirable consequences (for example, demotion, termination, or undesirable work assignments). In both reward power and coercive power, the influence is clearly socially dependent, since the target relates compliance to the actions of the agent (for example, “I did it because my supervisor offered me a reward if I complied”). Reward power and coercive power both from other bases of power in that not only are they socially dependent, but also because their effectiveness requires surveillance by the influencing agent: If reward and coercion are the only bases of power used by influencing agents, targets will comply only if they believe that the agents will be able to determine whether or not they complied. However, coercive power differs from reward power [Page 1242]in the ease by which an agent may maintain surveillance. With reward power, it is to the advantage of targets to let agents know that they have complied; with coercive power, there may be a tendency for targets to hide the extent of their noncompliance, so that agents may require targets to demonstrate their compliance. There is also a tendency for the targets of coercive power to resent the threat of punishment, to resent feeling forced, and to have ill feelings toward the agent, as well as toward the behavior which they feel forced to accept. This is less likely to be true for reward power; indeed, the positive feelings associated with the reward may lead to a greater acceptance of the change and a greater liking for the influencing agent.

...