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SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP
Supervisors, Executives and other forms of management and leadership within an organization use a form of power over their employees to reach the desired goals of the team or individual. The five bases of power are broken down into two groups: formal power and personal power.
In addition to the basis of power, there is also “dependency” where for example a subordinate depends on his manager and if the subordinate has a business need that his manager is the means to which his need can be fulfilled through some part by the manager. When needs are important, scarce and non-substitutable dependency can be increased if in the control of the person in power.
A formal power is based on position within the given situation.
Coercive Power –Uses force to coerce an employee to do something that they do not have an desire to do. This power can result in an unhealthy behavior and dissatisfaction in the manager and job. The instruments often used are the threat of being demoted or fired. Although these are the most common threats, the marketing manager in this given situation, also uses a coercion when sharing with the staff that their annual evaluations and bonuses can be affected if they do not work over their allotted shift time. It is now implied that in order to achieve the yearly bonus and take a vacation that would not be affordable without the end of the year bonus, Employee 1 needs to work the extra hours. This may be a form of power but is also unethical.
Reward Power – best described as when the leader uses their ability to provide something that an employee desires. This is based on theories that an employee will be more willing to do something or do it well if they are rewarded for it. The marketing manager of Employee 2 employs reward power towards the department by mentioning the bonus that is based on their overall yearly performance.
Legitimate Power – Is the authority to...