Chapter 5: Leadership and Power

Name French and Raven's 5 Sources of Power

1. Reward Power 2. Coercive power 3. Legitimate Power 4. Expert Power 5. Referent Power 6*. Information Power 7*. Ecological Power

How to decide which source of power to use

1. view leadership as a transaction 2. The realtionship is reciprocal 3. Social-Exchange Theory

French and Raven's 5 Sources of Power: Define Coercive Power

Ability to punish or give negative reinforcement

Self-leaders: define

Followers who act on their own

French and Raven's 5 Sources of Power: Define Information Power

Information can be acquired through effort--growing in influence

French and Raven's 5 Sources of Power: Define Legitimate Power

Power embedded in the position rather than the person. Amount of power dependent on importance of the position and willingness to grant authority to person in that position.

French and Raven's 5 Sources of Power: Define Expert Power

Resides in the person rather than the position. Influential because they supplt the character and info necessary, not the position

French and Raven's 5 Sources of Power: Define Reward Power

Rests on ability to deliver something of value to others (tangible or intangible rewards)

French and Raven's 5 Sources of Power: Define Referent Power

Role Model Power. Confer power upon the admired person the ability to influence behavior

Superleaders: define

Term that describes those who help followers learn to lead themselves

French and Raven's 5 Sources of Power: Define Ecological Power

Used to empower followers, can improve job satisfaction, efficiency, and productivity. Only those with Legitimate Power have access

Distributing power

a) Increase job satisfaction and performance of employees b) Fosters greater cooperation among team members c) Leads to collective survival--endures rather than fails d) Supports personal growth and learning e) Prevents power abuse

What makes talk powerful as opposed to powerless? (Pg. 147 -148)

a) Language choice b) Expert and Referent Power