In summary, the article from the Kaplan Online Library I read stated that social influence and power strategies have existed for as long as humans needed to interact (Raven, 2008). Bertram Raven, the author, states that people have utilized formal or informal power strategies and influences with varying degrees of knowledge and effectiveness of doing so (p. 10). Raven cites his original statements in his paper from 1959 regarding bases of power which includes reward, coercion, legitimate, expertise, and referent power and summarizes developments since then. To quote Bert, “social influence is a change in the belief, attitude, or behavior of a person (the target of influence), which results from the action of another person (an influencing agent). Social power is defined as the potential for such influence, the ability of the agent or power figure to bring about such change, using resources available to him or her. The bases of power differ in the manner that the social change is implemented, the permanence of such change, and the ways in which each basis of power is established and maintained” (pg 1-2).
The more dominant form of power that I tend to use more frequently, arguably by others, is referent power. Referent power is defined by Robbins and Judge as, “Influence based on identification with a person who has desirable resources or personal traits” (Judge., 2013). Our weekly seminar indicated that a person with referent power is a charismatic leader. In turn, a charismatic leader has the ability to influence others and is able to call favors as needed through various social networking.
A former supervisor of mine inappropriately misused power at least once. The organization I worked for has a tuition reimbursement program. The employee met the qualifications for it. This worker had received the benefit for a couple of semesters. At one point when the employee needed this supervisor’s...
References: Judge., S. P. (2013). Organizational Behavior, Fifteenth Edition,. Upper Saddle River, NJ: Prentice Hall.
Knuth, R. (2004, November). Support Systems for Principals. Retrieved from Principals.org: http://www.principals.org/portals/0/content/48192.pdf
Raven, B. H. (2008). The Bases of Power and the Power/Interaction. Analyses Of Social Issues & Public Policy, 1-22.
Work, P. P. (n.d.). Putting Power to Work. Retrieved from csupomona.edu: http://www.csupomona.edu/~msharifzadeh/chapter8.html
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