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Bases of Social Power |
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Identifying sources of power. Explanation of Bases of Social Power of French and Raven. |
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Processes of power are pervasive, complex, and often disguised in our society. The Bases of Social Power of French and Raven is a theory that identifies five (six) bases or sources of social (organizational) power:
The Five Bases of Social Power theory starts from the assumption that power and influence involve relations between at least two agents. The theory argues that the reaction of the receiving agent is the more useful focus for explaining the phenomena of social influence and power.
French and Raven examined the effect of power derived from the various bases of attraction and resistance to the use of power. Attraction and resistance are the recipient's sentiment towards the agent that uses power. They conclude that the use of power from the various bases has different consequences. For example, coercive power typically decreases attraction and causes high resistance. Whereas reward power increases attraction and creates minimal levels of resistance.
French and Raven also concluded that "the more legitimate the coercion [is perceived to be], the less it will produce resistance and decreased attention".
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Compare with the 5 Bases of Social Power: Hagberg Model of Personal Power | Charismatic Leadership | Servant-Leadership | Change Management Iceberg | Appreciative Inquiry | Positive Deviance | Change Phases | Force Field Analysis | Core Group Theory | Planned Behavior | Groupthink | EPIC ADVISERS | Leadership Styles | Managerial Grid | Situational Leadership | Level 5 Leadership | Centralization and Decentralization
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| § Ken Klosterman (USA) | continuation | "... However, legitimate power is not always a role relation" (p.159). To restrict the understanding that one possesses legitimate power "due to election or appointment to a position of responsibility" in my opinion overlooks the fundamental understanding of this base that French and Raven tried to convey." |
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