Political Management Theory

I came across this great article, written by Andrew Thiele a South Australian Police Officer, that discusses the use of power within the South Australian Police Force. The article (original source available here) discusses the 5 sources of power within the context of policing and then goes on to analyse the consequences of using each type of power. I’ve recreated the relevant parts of the article below.

Sources of power

The threat of punishment might not motivate an employee to abide by the Equity and Diversity Employee Management Manual. Much academic research has gone into the sources of power within organizations. The French and Raven Power Typography is taught in business schools the world over.

It asserts that five sources of power exist within any organization. The first three emanate from the position. Legitimate Power is the power – through the exercise of formal authority – to influence others. It is power that comes from formal positions of authority, such as the rank one holds within an organization.

Reward Power comes from a person’s ability to distribute rewards that are highly valued by others and/or remove negative sanctions. Coercive Power comes from the capacity to apply punishment. Managers and supervisors have coercive power in their authority to reprimand and demote employees. An inspector, for example, can punish people who breach general orders.

The other two sources of power emanate from the person. Expert Power comes from special knowledge or skill held by one particular person but required by another person or group. It is an individual’s capacity to influence others through their need for the specialist skills or knowledge he or she possesses. Referent Power is largely a function of one’s interdependent skills, and usually develops slowly. People have referent power when others identify with them, like them or otherwise respect them.

Consequences of power

Some might ask how these power sources apply to them within SAPOL. The power source upon which one relies, and the way in which one acquires it, determines whether one is met with resistance, compliance or commitment. It determines one’s effectiveness and ability to contribute to continuous improvement within SAPOL.

Coercive Power is generally the least desirable source of power because it generates resistance. Those targeted tend to oppose the attempt at influence and resent undertaking a task. The more vigorous the attempt, the harder others push in opposition. The application of coercive power reduces trust between the parties, and increases employee dissatisfaction. Resistance and distrust occur when coercive power is used manipulatively.

Reward and Legitimate Power tend to engender compliance. People are motivated to implement the power-holder’s request purely for instrumental reasons. They will only ever do enough to satisfy the person who makes the request, or whatever it takes to get the reward. Relying on this form of power will only ever achieve mediocrity, and never foster excellence.

Commitment is the most common consequence of Expert and Referent Power. Commitment is the strongest form of influence: people identify with the power-holder’s request and strive to accede to it, even when there are no extrinsic benefits for doing so.

Why, to ensure the completion of a task, would a leader threaten a subordinate with punishment? Such a leader would only be setting himself or herself up to face resistance. Why, to get a job done, would a leader simply rely on the insignia of rank that lies impressively on his or her epaulettes?

Subordinates would no doubt comply with the orders of such leaders – in their presence. But who knows how they might respond in these leaders’ absence?

Benefits

The benefits of Expert and Referent power are immense, and include:

• Increased productivity.
• Reduced absenteeism.
• Improved morale and commitment.
• Lower staff turnover.
• Fewer WorkCover claims.
• Increased creativity and innovation.
• An interesting and dynamic workplace.

Source: http://www.policejournalsa.org.au/0404/24a.php