POWER

Power is the ability to influence the attainment of goals of an individual or a group. Power is not a characteristic of any one individual; rather, it is defined in terms of relationships and transactions between people. Power is crucial to the achievement of individual goals, the resolution of conflicts, and to communication competency within a group. Ways people give up their power are by being over-polite, backing down from an argument, using a title (such as Doctor or Professor) when addressing another, allowing interruptions when speaking, and specific clothing choices can also suggest a loss of or way people give up power to others. A power resource is something that either helps with or hinders the achievement of goals.

Types of power:
Referent power
- Is based upon the identification with the person who has the resources, or the desire to be like that person. It could be regarded as imitative power, which is often seen in the way children imitate their parents. Referent power derives from your subordinates’ identification or association with you. You have this power by simply being "the chief." People identify with the ideals you stand for. The chief has a pre-established image. You can enhance that image by exhibiting charisma, courage, and charm. An improved image increases your referent power. Always be aware of how others will perceive your actions. A negative image in the eyes of others will lessen your power and render you ineffective. Maintain a positive image!

Legitimate power
– Is based on agreement on commonly held values which allow one person to have power over another person, for example an older person or one who has longer service or is seen to be charismatic. Legitimate power comes from the authority of your rate and position in the chain of command. You use this power in day-to-day business. Although legitimate power increases with added responsibilities, you can decrease that power if you fail to meet all of your responsibilities.

Expert power
– Is based upon one person perceiving that the other person has expert knowledge of a given subject and is a recognized authority in a given situation e.g. the engineer in a building project. Expert power comes from your knowledge in a specific area through which you influence others. You have expert power because your subordinates regard you as an expert in your rating. Subordinates may also have this type of power. When you combine expert power with other types of power, you will find it an effective tool in influencing others. However, when you use it by itself, you will find it ineffective.

Coercive power
- This enables a person to mediate punishments for others. For example, to dismiss, suspend, reprimand them, or make them carry out unpleasant tasks. Coercive power results from the expectation of a negative reward if your wishes are not obeyed. For example, suppose you have counseled a subordinate twice for minor infractions of regulations. At the third counseling session, you threaten the subordinate with NJP. At the next occurrence of the un- desirable behavior, you place the subordinate on report. Coercive power works, but is not the preferred method of leading subordinates. It works best if used when all else fails and you feel sure you can carry through with a threat. Before giving a threat, you should have some insight as to how the CO will handle the case. You do not want to recommend maximum punishment only to have the CO dismiss the case at mast.

Information Power
- When an individual has information that the others cannot easily access. Informational power depends on your giving or withholding of information or having knowledge that others do not have. Use informational power when giving orders to subordinates. Give orders in such a manner that your subordinates presume the order originated at your level.

Reward power
- Extent to which an entity can control the dispensing of rewards or benefits. Reward power stems from your use of positive and negative rewards to influence subordinates. Positive rewards range from a smile or kind word to recommendations for awards. Negative rewards range from corrective- type counseling to placing a person on report.

Punishment power
- Shows that use and effects of punishment are significantly altered by average levels of reward power and punishment power in power-dependence relationship. The power-balancing effect of punishment is most likely to occur when an actor lacking reward power has punishment power that is stronger in relation to the other actor's punishment power but that is weaker in absolute strength.