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