French and Raven’s Five Sources of Power
French and Raven’s Five Sources of Power
French and Raven identified five power dynamics or power bases, including referent, expert, legitimate, reward, and coercive powers. Legitimate power originates from electoral mandates, cultural norms, organizational structure, and social hierarchies (James et al., 2022). This power can be unstable or unpredictable. When people lose their positions, their legitimate power can instantly disappear because individuals are attached to or influenced by the position rather than the position. Most people are promised rewards like salary increases, promotions, benefits, or education and training opportunities if they do well and help the company fulfil its goals and objectives. These situations create reward power held by people with the power to offer or influence these rewards, for instance, managers, supervisors, and CEOs in a company (Kovach, 2020). However, reward power is not as strong as it seems because individuals like managers and supervisors depend on those higher in the hierarchies to offer promotions or salary increases.
Coercive power is problematic because, in most instances, the followers are manipulated or threatened when they do not act or behave as instructed. It often occurs in the workplace when people in leadership positions threaten employees that they will be demoted, transferred, denied privileges, or fired if they fail to follow instructions (Kovach, 2020). An individual’s position can allow them to have this power, although they might like a justification to do so. Experts have in-depth knowledge and skills in particular fields, giving them power over others. People rely on experts to help understand circumstances, suggest solutions and judgments, and guide the implementation of these solutions. Expert power earns people the trust and respect of others (Kovach, 2020). Individuals tend to like and respect celebrities and act, behave, and dress like the celebrities they adore, giving celebrities referent power. Referent power is also present in the workplace, and those holding it make everyone feel good. Individuals with referent power have done nothing unique to earn, which can be overwhelming or a big responsibility (Kovach, 2020). It can also be abused, especially when a likeable individual lacks integrity, morals, and honesty, and be used to manipulate or hurt others for personal benefits. Referent power does not necessarily offer longevity and respect and cannot be relied on.
In the case study, Betty, the software expert, has power because she is more knowledgeable about complicated electronic medical records software. Betty has the knowledge to offer solutions and help other people, especially the new employees, understand the software, which would benefit the company. Betty has more seniority and experience in the company than Joe, but she prefers to do something other than helping people, which denied her the managerial position. Joe also understands that no one in the company has more knowledge and experience regarding the software, and he has minimal influence on what he can do to get Betty to help the new employees. Betty thinks no one can replace her, and her longevity in the company depends on consistent performance at the highest level. As long as she remains excellent, Joe has no power over her and cannot upset her plans.
References
James, S., Mwembezi, G., & Chusi, T. (2022). The effect of five French and raven’s managerial power bases on employee job satisfaction: a review and implications for managers in Tanzania. EPRA International Journal of Research and Development (IJRD), 7(5), 176-183. https://eprajournals.com/IJSR/article/6973/
Kovach, M. (2020, July). Leader Influence: A Resear Leader Influence: A Research Review of Fview of French & Raench & Raven’s (1959) s (1959) Power Dynamics. The Journal of values_Based leadership, 13. https://scholar.valpo.edu/cgi/viewcontent.cgi?article=1312&context=jvbl
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