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Terms in this set (46)power is the ability of one person to influence what another person thinks or does, you have power over another person to the extent that you can influence what this person thinks of what this person does. interaction management refers to the techniques and strategies by which you regulate and carry on interpersonal interactions, effective interaction management results in an interaction that's satisfying to both parties, neither person feels ignored or on stage; each contributes to, benefits from and enjoys the interpersonal exchange. referent power If you can establish this type of power over others and make others wish to be like you or to be identified with you, you'll more easily gain their compliance. This is the kind of power that an older brother may have over a younger brother, because the younger brother wants to be like him. This type of power depends greatly on attractiveness and prestige, as they increase, so does identification and consequently your power to gain compliance. legitimate power This type of power is when others believe you have the right, by virtue of your position, to influence or control their behavior-they logically will be ready to comply with your requests, this stems from the belief that certain people should have power over us, that they have a right to influence us because of who they are. Teachers are often perceived to have legitimate power, as well as parents over their children. expert power You have this type of power when you are perceived as having expertise or knowledge, your knowledge is perceived by others gives you expert power. This is normally subject specific, your expert power increases when you're seen as unbiased and as having nothing to gain personally from influencing others. It decreases when you're seen as biased or as having something to gain from influencing others. Information Power or Persuasion Power You have this type of power when are seen as having the ability to communication logically and persuasively. If others believe that you have persuasive ability, then you have persuasion power-the power to influence other's attitudes and behaviors. If you're seen as possessing significant information and the ability to use that information to gain compliance by presenting a well-reasoned argument, then you have information power. Reward Power You have this type of power if you have the ability to reward people, rewards may be materialistic, money, corner office, or social, love, friendship. If you're able to grant others some kind of reward, you have control over them to the extent that they want what you can give them. Coercive Power This is when you have the ability to gain compliance by administering punishments or removing rewards if others fail to yield your influence, usually if you have a reward power, you also have coercive power. This type of power depends on two factors; 1) the magnitude of the punishment that can be administered and 2) the likelihood that the punishment will be administered as a result of noncompliance attractiveness If you have reward power, you're likely to be seen as more attractive, coercive power on the other hand, decreases attractiveness; people dislike those who have the power to punish them or who threaten them with punishment-whether they actually follow through or not costs When you use rewards to exert power, you don't incur the same costs as when you use punishment. When you exert reward power, you're dealing with a contented and happy individual. When you use coercive punishments however, you must be prepared to incur anger and hostility, which may well be turned against you in the future. Effectiveness When you give a reward, it signals that you effectively exercised power and that you gained the compliance of the other person. You give the reward because the person did what you wanted. In the exercise of coercive power, the reverse is true. You have administered this punishment because it shows that you have an ineffective threat of power and there has been no compliance. effects on the power bases When you exert coercive power, often bases of power frequently are diminished. There seems to be a boomerang effect in operation. People who exercise coercive power are seen as possessing less expert, legitimate, and referent power. Alternatively when reward power is exerted, other bases of power increase. credibility that you are seen to posses, the degree to which other people regard you as believable and therefor worth following. If others see you as competent and knowledgeable, of good character, and charismatic and dynamic, they will find you to be credible. competence your perceived competence is the knowledge and expertise that others see you as possessing; this is similar to expert and information power. The more knowledge and expertise others see you as having the more likely they will believe you character people will see you as credible if they perceive you as being someone of high moral character, someone who is honest and someone they can trust, if others feel that your intentions are good for them, they'll think your credible and they'll believe you charisma This is seen
as a combination of your personality and dynamism as seen by other people, a few ways to enhance your charisma are direct request This is the most common compliance-gaining strategy used by both men and women and is generally the strategy of those in power, an example, Please call for reservations bargaining or promising This involves agreeing to do something if the other person does something, for example, "I'll clean up if you cook" Ingratiation This requires you to act especially kindly, you try to ingratiate yourself so that eventually you'll get what you want, "You're such a great cook!" Manipulation This involves making the other person feel guilty or jealous enough to give you what you want, "Everyone else has an Iphone" Threatening Involves warning the other person that unpleasant things will happen if you don't get what you want, "Ill leave if you continue smoking" hesitations For example, "I er want to say that ah this one is er the best, you know?, hesitations make you sound unprepared and uncertain intensifiers To many intensifiers make everything sound the same and don't allow you to intensify what actually should be emphasized, for example, "Really, this was the greatest, it was truly phenomenal" disqualifiers These signal a lack of competence and a feeling of uncertainty, for example, "I didn't read the entire article but... " Tag questions These ask for another's agreement and therefor may signal your need for agreement and your own uncertainty, "That was a great movie, wasn't it?' self-critical statements These signal a lack of confidence and may make public your own inadequacies, for example, " I'm not very good at this." slang and vulgar expressions This signals low social class and hence little power, "No Problem #$*()!U$!) nonverbal messages Examples, affirmative nodding, facial expressions, and gestures help you express your concern for the other person and for the interaction and thus help you establish your charisma, an essential part of your credibility. Self-manipulations and backward leaning will damage your persuasiveness powerful listeners 1) Listen actively powerless listeners 1) Listen passively negotiation when you attempt to accommodate each other or to compromise in some way, when using this strategy to resist complying you might for example offer to meet the request halfway as a kind of compromise. non-negotiaton this is your resist compliance without any attempt to compromise, you simply state your refusal to do as asked without any qualification justification this is when you resist compliance by giving reasons as to why you should not comply identity management you resist by trying to manipulate the image of the person making the request, you might do this negatively or positively negative identity management this is when you might portray the person as unreasonable or unfair and say for example, that's really unfair of you to ask me to compromise my ethics positive identity management you resist complying by making the other person feel good about himself or herself, for example, you may say, "You know this material much better than I do, you can easily do a much better paper by yourself." sexual harassment a type of unfair use of power in the workplace, is a form of behavior that violates title VII of the Civil Rights Act of 1964, and as amended by the Civil Rights Act of 1991 race and color harassment this is harassment of another person because of that person's race or color, most often applied to minority or immigrant groups. affectional orientation harassment this harassment is based on a person's affectional orientation, and generally direct at gay men and lesbians and transsexuals. religious harassment this is sometimes referred to creed harassment, that is based on a person's religious affiliation or religious beliefs, often directed at atheists. academic harassment harassment in the form of statements or actions by senior faculty that interfere with a junior colleague's development or statements or actions by a faculty member that interfere with students' ability to perform effectively. status harassment harassment usually in the organization setting, generally directed by those with power against those with less power, often takes the form of insulting comments to or treatment of workers by managers. disability harassment harassment against persons with disabilities, most often directed at person's with visual or hearing impairment or with physical, speech, or language disabilities. attractiveness harassment harassment directed at people low in attractiveness, often used against persons because of their weight or their lack of interpersonal popularity or physical attractiveness. citizenship harassment harassment based on a person's citizenship, generally directed against a person who is not a citizen. veteran harassment harassment based on a person's veteran status, used both against those who are veterans and who aren't. 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Discuss which groups fall into this category. Can the alienation be changed? 3 answers QUESTION In what three ways do political parties help maintain democracy? 3 answers QUESTION In 2018 and 2020, which racial/ethnic group was the LEAST represented in the electorate relative to their share of the state population? 3 answers QUESTION Following the divisive government of the 1990s, what set of circumstances might explain the ability of the subsequent presidency to pass legislation easily? 15 answers Which form of power comes from the ability to punish?Coercive power - The ability to punish if expectations are not met.
What is coercive power and expert power?Understanding Power
Expert – This is based on a person's high levels of skill and knowledge. Referent – This is the result of a person's perceived attractiveness, worthiness and right to others' respect. Coercive – This comes from the belief that a person can punish others for noncompliance.
What type of power is coercive power?Coercive power is defined as “harsh” power, as the capacity to detect and sanction unlawful behavior (Raven et al., 1998; Turner, 2005). Legitimate power is defined as “soft” power and refers to the power of position, expertise, dissemination of relevant information, and identification (Raven et al., 1998, cf.
What is coercive power?Coercive power is a formal power source, where influencing agents use the threat of force to gain compliance from targets of influence. The force can include social, emotional, physical, political, or economic means, and is not always recognized by the target.
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Which type of power would be wielded by a person who has the ability to punish for failure to comply?
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