Power Works Best When It Is Seen Least

Power is define as the capacity of an individual to influence others, tempt others to persuade and encourage others to obtain specific administrative goals or to engage in specific behaviour (Cangemi, 1992). According to French and Raven’s (1960) there are five bases of power which can be divided into formal power and personal power (Robbins, 2011). The first formal power is coercive power, which is based upon punishment by these individual to power for failure to conform or achieve administration goals (French & Raven in Warren, 1969). Where else in reward power it is the ability to distribute rewards that viewed as valuable to others (French & Raven in Warren, 1969). As for legitimate power it occurs when an individual has status and are able to influence subordinates or super ordinals as people privately believe that the individual deserves such a position (Tiedens, 2001). According to Blau (1956) legitimate power are subordinates following the order of their leader as they respect their leader and the leader position (Blau in Tiedens, 2001). The next will be expert power which an individual have knowledge or specific skills that can influence others without rely heavily on surveillance as control (French & Raven in Warren, 1969). As for referent power, it’s defined as based on individual personal traits, behaviour, beliefs, perceptions and desirable resources (French & Raven in Warren, 1969). As for Weber (1954) defined power as the possibility of imposing one’s will upon the behaviour of others (Weber in Ritzer, 1996). According to Dahl (1957), suggested that power are the ability to get others to do something they would not otherwise to (Dahl, 1975). In Steven Lukes 3 – Dimensions of Power (1954), he ranged power as clearly visible (overt) and self-evident to an observer, through to power being elusive less visible (covert) and even on to institutionalized (Buchanan & Huczynski, 2010). In the central tension of an organization, when viewed

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