Power is defined as the capability an individual has to influence or control people. Power can be exerted in different contexts and influenced by several forces. Conflict occurs when individuals or groups differ in opinions or preferences. Power plays a big role in the context of conflict. Conflict often occurs when those involved possess some level of power. The individuals involved in the conflict also can influence its outcome. Power can either enhance or lessen the possibility of conflicts (Schmid, 2018). Structural power describes the authority that an individual gains from either an institution, the law, policies, or the virtues of a position. Structural power usually influences the types of resources an individual brings to a conflict, while an individual’s characteristics and traits bring about personal power.
Understanding the complexities in group interactions requires one to analyze the role of power. Exert any influence on people or groups requires an individual to possess either power or status. People can either be aware or unaware of the role that power plays in interactions between people. There are several ways that power relates in terms of people or groups. Power can influence the decisions made and can enforce control over people. This situation is known as power-over. This type of power is often observed in schools, workplaces, doctors’ offices, or courts. Power-over often controls resources, information, love, equipment, or approval. Power from within describes an individual’s personal sense of strength. This type of power manifests in groups by the type of relationships or connections one establishes. People with power from within often analyze their role in groups and how they influence their decisions. Power-with is a type of influence that manifests in a group of individuals that regard each other as equals. The individual should have the ability to influence others by making suggestions instead of making commands. Communication between these types of groups reflects respect and equality.
Power in groups can be exerted in different ways, including referent power, coercive power, expert power, reward power, and legitimate power (Chae et al., 2017). Referent power mostly occurs when an individual gains influence from the admiration gained from other people. Coercive power is gained from fear. An individual gains this type of power due to the power to exert punishments on others. People with some form of knowledge or expertise in a particular possesses expert power. This type of individual possesses experience in a particular domain; for example, staff specialists give them this power. Reward power is displayed when an individual has the authority and control over rewards that other individuals want. The rewards can be in the form of promotions, salaries, or bonuses. Legitimate power relies on the official position an individual holds. In this type of power, individuals submit to a person since they feel they have the right to exert their authority.
Balance of power describes a situation where influence and control are distributed to one or more individuals instead of one person. Power in any organization is shaped by different forces (Chang et al., 2018). These forces create power by working in alignment and completing each of their unique roles in the organization. Balance of power in an organization comes about from the leader respecting the different sources of power. Balance of power helps improve communication in groups and organizations. Balance of power helps strengthen the democratic voices of workers and teams—the trust and commitment created by this approach help boost productivity-boosting dividends in business.
References
Chae, S., Choi, T. Y., & Hur, D. (2017). Buyer power and supplier relationship commitment: A cognitive evaluation theory perspective. Journal of Supply Chain Management, 53(2), 39-60. https://doi.org/10.1111/jscm.12138
Chang, C. M., Bei, L., & Lou, Y. (2018). The effect of the power structure in the NPD teams on NPD performance: The external control perspective. Global Fashion Management Conference, 2018, 1228-1231. https://doi.org/10.15444/gmc2018.10.04.03
Schmid, P. C. (2018). Less power, greater conflict. Social Psychology, 49(1), 47-62. https://doi.org/10.1027/1864-9335/a000327
Leave a Reply