Power

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Power

• William P. Wattles, Ph.D.
• Francis Marion University

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Obedience to Authority

• Milgram studies
• Couldnt do it today it upset the subjects

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Fundamental Attribution Error

• The tendency to overestimate the causal influence
  of dispositional factors while underemphasizing
  the causal influence of situational factors.

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Power Bases

• Sources of social power over people.

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1. Reward Power

• Control of distribution of rewards.

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2. Coercive Power

• The ability to punish or threaten those who do
  not comply.
• Can create conflict.

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Coercive tactics

• Anger
• Hostility

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Autocrat

• A ruler having unlimited power a despot.

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Ripple Effect

• Disruptive contagion that may result when
  misbehaving students are reprimanded.

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Reactance

• An aversive state created when individuals feel
  that their freedom to make choices is threatened.

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3. Legitimate Power

• Power that based on legitimate authority.

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4. Referent Power

• Influence based on respect, liking for and
  attraction to a person.

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Charismatic leaders

• Exert much control
• Savior-leader
• Appear when large group is dissatisfied.

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The Charisma Theory of Leadership

• Followers full-heartedly, even blindly, trusting
  the correctness of the leader's beliefs
• Followers feeling affection to the leader and
  obeying the leader willingly
• Followers feeling an emotional involvement in the
  mission they are led into

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Issues versus character

• But leadership is not about the leaders
  themselves taking care of issues. It is about
  leaders leading followers.
• At the core of each leadership is the
  relationship between the leader and the followers

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5. Expert Power

• Power based on superior skills and abilities.

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6. Informational Power

• Power based on information including persuasion
  and factual information.

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Agentic State

• People feel not in control of their actions as
  they are agents of a higher power.

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The End