Types of Power

French and Raven analysed various types of power that can be exercised in an organisation. These are known as bases of power also. 

Reward Power 

It refers to the ability and resources to reward others for doing desired actions. In every organization, managers may have potential rewards such as pay increase, promotions, favorable work assignment, recognition etc. The manager has power to administer these rewards. Success or failure of this reward depends upon subordinate's perception of reward. If subordinates do not value the reward, it will not have desired effect on then for example, on employee is offered a pay increase of Rs. 5001- in a year but he may not value it positively if he is very rich already. Under this condition, reward will not be able to control behavior of subordinate. Sometimes middle managers may not really have opportunity to administer reward because top management has more control on rewards. But as long as subordinates perceive that manager is instrumental in administration of reward, he will have reward power over subordinates. 

Coercive Power 

The manager with coercive power has the ability to inflict punishment or coercive consequences on other employees. They have the ability to threaten the employees which can result in punishment and desirableness outcomes. In my organization, managers have the power to fire or demote employees, check their increments and salary also. Management can directly or indirectly threaten an employees with these consequences and therefore, his behaviour can be controlled. 

Legitimate Power 

This is brown as position power, it depends upon the hierarchical position the manager holds in the organization. There are three sources of position power. Firstly, the prevailing cultural values of a society or group that determines what is legitimate. Secondly, hierarchical organisational structure of the company is source of legitimate power. Thirdly, legitimate power can come from being designated as representative of a group -for example, elected officials, chair person of a committee, a member of various social groups or management committee etc. In Indian organisations managers mostly use their legitimate power. It is bound to be effective in controlling behaviour of employees. 

Expert Power 

It is based on knowledge and expertise of the manager. Experts will have knowledge and expertise in a well defined area for example production, finance, etc. It is possible to influence and control subordinates if managers are perceived to have knowledge and expertise. However, expert power is highly dependent upon perception of subordinates. They should perceive the manager to be credible, and trust worthy before expert power can be effective. It should be noted that expert power is not dependent upon position of manager. 

Referrent Power 

This type of power causes from the desire on behalf of subordinates to identify with the agent having power. They wish to identify with powerful people regardless of outcome. Referrent power depends upon personal qualities. 

These above mentioned sources of power enable a manager to exercise control over his subordinates. Indian managers mostly use position power to influence their subordinates. It should be noted that other types of power like; reward, expert, referrent, can help the manager. They should try to use then Whatever base or type of power is used, its effect depends upon characteristics of target who is being influenced. Power relationships can be explained better by understanding characteristics. Target means, the person whose behaviour manager is trying to control.