Personal Power

Expert Referent Reward Coercive

Information Legitimate Connection

Laissez-faire Participative Consultative Autocratic

There are two sources of power - personal power and position power. Personal power resides in the individual person. Everyone has some degree of personal power. Position power is granted from top-level management and is delegated down the chain of command.

Under the two sources of power there are seven bases of power found in Chapter 12 of the textbook (Expert Power, Interpersonal Linkage Power, Reward-Punishment Power, Positional (Legitimate) Power, Referent Power, Charismatic (Personal) Power, and Avoidance Power).

Notice in the table above the four supervisory styles - laissez-faire, participative, consultative, and autocratic - that are used in conjunction with the bases of power.

Laissez-faire supervisory style is a low directive - low support style that provides little or no direction and support to the employees, allowing the employees to make their own decisions. This style is good to use when employees are very capable and highly motivated.

Participative supervisory style is a low directive - high supportive style that provides little or no direction to employees. A supervisor who uses this style will let employees do a task their way, spending limited time on overseeing performance, but focusing on the end result. The supervisor and employee will make decisions together, but the supervisor has the final say. This style is good to use when your employees are high in ability but may lack self-confidence or motivation.

Consultative supervisory style is a high directive - high supportive style where supervisors will sell employees on doing the job the way the supervisor wants done and then oversees performance at major stages. As a supervisor, you may include employee input in your decision, but you develop a supportive relationship. This style is used when employees have moderate ability and are motivated.

Autocratic supervisory style is a high directive - low supportive style used by supervisors who tell employees what to do and closely oversee performance. Supervisors give little or no support to their employees and make all the decisions themselves. This style is used when employees are unable and/or unwilling to do a task without direction.

Assignment:

Identify the appropriate power base and supervisory style in the following situations and defend your answer.

1. Bob is one of your best employees under your supervision. He needs a little direction; however, recently he has slowed down his production level. You are aware he has a personal problem, but his work still needs to get done. What supervisory style would you recommend for Bob and why?

2. At work, you want to obtain a new personal computer to assist in your job and allow you do a better job. Which power base would you use and why?

3. Susan is one of your best workers and wants a promotion. She has asked you, her supervisor, to help prepare her for when the opportunity comes. What power base is best for this situation and why?

4. Your worst employee has ignored one of your directives again. What power base and supervisory style is most appropriate in this situation? Defend your answer.

5. Mary, who consistently needs some direction and encouragement to maintain her production, is not working to standard today. Mary claims to be ill, as she does occasionally. What supervisory style and power base would be best in this situation and why?