flowchart TB
P[Power<br/>bases]
P --> Pos[Position bases<br/>from the office]
P --> Per[Personal bases<br/>from the person]
Pos --> R[Reward]
Pos --> C[Coercive]
Pos --> L[Legitimate]
Per --> E[Expert]
Per --> Re[Referent]
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23 Power, Authority and Stress: French & Raven’s Five Bases of Power, Weber’s Types of Authority, Influence Tactics, Organisational Politics and the Sources, Consequences and Management of Workplace Stress
23.1 Three Cousins of Influence
Three closely related concepts shape what happens between people in organisations. Power is the capacity to influence others; authority is legitimate power granted by position; influence is power exercised. When these dynamics tilt out of balance — political games, role conflict, overload — they produce the fourth concept that closes this chapter: stress. Each is a small literature in its own right; this chapter pulls together the frameworks NTA most often tests.
23.2 A · Power
23.2.1 Concept
Power is the capacity of one party (A) to influence the behaviour of another party (B) so that B acts in accordance with A’s wishes. Three implications follow:
- Power exists only in relationship — there is no power without someone to influence.
- Power requires dependence — B must want something A controls.
- Power need not be used to be real — its existence shapes behaviour.
23.2.3 French and Raven’s Five Bases of Power (1959)
John French and Bertram Raven identified five sources of power in their 1959 paper The Bases of Social Power. A sixth (informational) was added later.
TipFrench & Raven’s Bases of Power
| Base | Source | Example |
|---|---|---|
| Reward | Ability to give valued outcomes | Bonus, promotion, praise |
| Coercive | Ability to impose unwanted outcomes | Reprimand, transfer, dismissal |
| Legitimate | Position in the formal hierarchy | “Manager has the right to assign” |
| Expert | Knowledge or skill others need | Senior engineer, consultant |
| Referent | Personal attractiveness, identification | Charismatic leader, mentor |
| Informational (added later) | Control of valued information | Analyst with sole access to data |
NotePYQ trap — Position vs Personal bases
Position bases: reward, coercive, legitimate. Personal bases: expert, referent. NTA stems frequently ask which is “personal” — expert and referent are.
23.2.4 Power Tactics — Kipnis and Yukl
Kipnis, Schmidt and Wilkinson (1980) and later Gary Yukl catalogued the tactics people use to translate power into influence.
TipNine Influence Tactics (Yukl)
| Tactic | What it does |
|---|---|
| Rational persuasion | Logic and evidence |
| Inspirational appeals | Appeal to values and aspirations |
| Consultation | Asking for input |
| Ingratiation | Flattery, friendliness before request |
| Personal appeals | Friendship or loyalty |
| Exchange | Trading favours |
| Coalition tactics | Enlisting allies |
| Legitimating tactics | Citing rules or authority |
| Pressure | Threats and persistent demands |
Rational persuasion, inspirational appeal and consultation are usually the most effective; pressure the least.
23.2.5 Dependency — Why Power Exists
Robert Emerson’s classic dictum: power-to-A = dependence-of-B on A. B’s dependence rises with three conditions:
- Importance — what A controls matters to B.
- Scarcity — what A controls is hard to substitute.
- Non-substitutability — B cannot obtain it elsewhere.
This explains why the IT team can hold up a marketing launch — its expertise is important, scarce and non-substitutable.
23.4 C · Organisational Politics
23.4.1 Concept
Organisational politics consists of activities that influence — or attempt to influence — the distribution of advantages and disadvantages within an organisation, in ways not sanctioned by the formal system. Politics is a form of power use; it is neither inherently good nor bad.
23.4.2 Why Politics Exists
- Scarce resources — money, headcount, attention.
- Ambiguity — unclear goals, evidence, criteria.
- Inter-dependence — people need each other but want different things.
- Discretionary decisions — promotions, performance ratings, project selection.
- Personal goals at variance with the firm’s.
23.4.3 Political Tactics
TipCommon Political Tactics
| Tactic | Description |
|---|---|
| Attacking or blaming others | Deflecting attention from one’s own performance |
| Selectively presenting information | Controlling what others see |
| Controlling information access | Gatekeeping |
| Forming coalitions | Banding together for influence |
| Networking | Building relationships before they are needed |
| Creating obligations | Doing favours to be repaid later |
| Managing impressions | Self-presentation that flatters |
| Image-building / image-protecting | Promoting visible success; hiding mistakes |
23.4.4 Impression Management — Five Tactics
Erving Goffman’s lineage produced five recognisable impression-management techniques used in organisations:
- Self-promotion — communicating one’s strengths.
- Ingratiation — flattery, agreement.
- Exemplification — showing dedication and sacrifice.
- Supplication — admitting weakness to elicit help.
- Intimidation — projecting toughness.
23.5 D · Conflict — A Brief Look
(Detailed conflict treatment appears in the change chapter; here a placeholder for the dynamic.)
23.5.1 Thomas-Kilmann Five Conflict-Handling Styles
TipThomas-Kilmann Conflict Modes
| Style | Cooperativeness | Assertiveness |
|---|---|---|
| Competing | Low | High |
| Accommodating | High | Low |
| Avoiding | Low | Low |
| Collaborating | High | High |
| Compromising | Moderate | Moderate |
23.6 E · Stress
23.6.1 Concept
Stress is a person’s physiological and psychological response to demands that tax or exceed their resources for coping. The textbook formula:
TipThe Stress Equation
Stress = Perceived demand − Perceived ability to cope
23.6.2 Eustress vs Distress
Hans Selye distinguished:
TipEustress vs Distress
| Type | Description | Effect |
|---|---|---|
| Eustress | “Good” stress — challenge, growth | Energises, motivates |
| Distress | “Bad” stress — overwhelm | Harms health and performance |
23.6.3 Selye’s General Adaptation Syndrome (GAS, 1936)
Three stages of physiological response to prolonged stress:
TipSelye’s Three GAS Stages
| Stage | What happens |
|---|---|
| 1. Alarm | “Fight-or-flight” — sympathetic nervous system activates |
| 2. Resistance | Body adapts; sustained mobilisation of resources |
| 3. Exhaustion | Resources depleted; illness, burnout, breakdown |
flowchart LR
A[Alarm<br/>fight or flight] --> R[Resistance<br/>sustained mobilisation]
R --> E[Exhaustion<br/>depletion · illness]
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23.6.4 Sources (Stressors) at Work
TipFive Families of Workplace Stressor
| Family | Examples |
|---|---|
| Task-related | Workload, work pace, deadlines, decision discretion |
| Role-related | Role ambiguity, role conflict, role overload, role underload |
| Inter-personal | Difficult relationships with supervisor, peers, customers |
| Organisational | Structure, culture, policy, change, job insecurity |
| Extra-organisational | Family, finances, community, broader environment |
23.6.5 Karasek’s Job-Demand-Control Model
Robert Karasek (1979) showed that the harm from high job demand is moderated by the worker’s decision latitude (control).
TipKarasek’s Job-Demand-Control Quadrants
| Demand → \ Control ↓ | Low demand | High demand |
|---|---|---|
| Low control | Passive job | High-strain job (most harmful) |
| High control | Low-strain job | Active job (motivating) |
23.6.6 Consequences of Stress
TipConsequences of Workplace Stress
| Domain | Consequence |
|---|---|
| Physical | Hypertension, cardiovascular disease, ulcers, sleep disorders |
| Psychological | Anxiety, depression, irritability, burnout |
| Behavioural | Absenteeism, accidents, substance abuse, reduced performance |
| Organisational | Turnover, healthcare cost, productivity loss, safety incidents |
23.6.7 Burnout — Maslach’s Three Components
Christina Maslach describes burnout as a syndrome with three dimensions:
TipMaslach’s Three Dimensions of Burnout
| Dimension | Description |
|---|---|
| Emotional exhaustion | Drained, depleted |
| Depersonalisation / cynicism | Detached attitude toward work or others |
| Reduced personal accomplishment | Sense of being ineffective |
The Maslach Burnout Inventory (MBI) is the standard measure.
23.6.8 Stress Management — Individual Strategies
- Time management — prioritisation, scheduling, delegation.
- Physical exercise and adequate sleep.
- Relaxation techniques — meditation, mindfulness, breathing, progressive muscle relaxation.
- Social support — family, friends, mentors.
- Cognitive reframing — reappraising challenges.
- Skill building — competence reduces demand-coping gap.
23.6.9 Stress Management — Organisational Strategies
- Selection and placement — fit person to job demands.
- Goal setting that is challenging but realistic.
- Job redesign to add control and meaning.
- Participative decision-making — voice reduces helplessness.
- Organisational communication that reduces ambiguity.
- Wellness programmes — counselling (EAP), screenings, fitness.
- Sabbaticals for senior employees.
23.7 Practice Questions
Q 01
French Raven
Easy
Which is not one of French and Raven's original five bases of power?
View solution
Correct Option: C
Informational was added later. Original five: reward, coercive, legitimate, expert, referent.
Q 02
Personal bases
Medium
Which two bases of power are classified as personal?
View solution
Correct Option: C
Expert and referent come from the person, not the position.
Q 03
Weber
Medium
Max Weber's three types of authority are:
View solution
Correct Option: B
Traditional, charismatic, rational-legal.
Q 04
Dependency
Hard
Power based on dependency rises with all except:
View solution
Correct Option: D
Importance, scarcity, non-substitutability — not affect.
Q 05
Tactic
Medium
Which influence tactic typically produces the strongest sustained results?
View solution
Correct Option: B
Rational persuasion, inspirational appeal and consultation are most effective.
Q 06
GAS
Medium
The three stages of Selye's General Adaptation Syndrome are:
View solution
Correct Option: A
Selye, 1936 — Alarm → Resistance → Exhaustion.
Q 07
Eustress
Medium
"Eustress" refers to:
View solution
Correct Option: B
Eustress = good stress; distress = bad.
Q 08
Karasek
Hard
In Karasek's Job-Demand-Control model, a "high-strain" job is one with:
View solution
Correct Option: C
High demand + low control = high strain = most harmful.
Q 09
Maslach
Hard
Maslach's three components of burnout are:
View solution
Correct Option: B
Exhaustion, depersonalisation, reduced accomplishment.
Q 10
Match
Hard
Match the contribution with the author:
| (i) | Five bases of power | (a) | Karasek |
| (ii) | Three authority types | (b) | French & Raven |
| (iii) | General Adaptation Syndrome | (c) | Max Weber |
| (iv) | Job-Demand-Control model | (d) | Hans Selye |
View solution
Correct Option: A
French & Raven-power; Weber-authority; Selye-GAS; Karasek-JDC.
Q 11
Line staff
Medium
A safety officer who can stop an unsafe production process across many departments holds what kind of authority?
View solution
Correct Option: C
Specialised authority over a process across lines = functional.
Q 12
Accountability
Medium
"Liability to give account of how authority has been used" describes:
View solution
Correct Option: C
Accountability is the obligation to account for use of authority.
Q 13
Thomas-Kilmann
Medium
A conflict style that is high on cooperativeness and high on assertiveness is:
View solution
Correct Option: C
Collaborating — both win.
Q 14
Politics
Hard
Organisational politics is most likely to thrive when:
View solution
Correct Option: B
Ambiguity + scarcity + interdependence + discretion → political behaviour.
Q 15
Selye
Medium
The General Adaptation Syndrome was proposed by:
View solution
Correct Option: B
Selye, 1936.
Q 16
Role conflict
Medium
A worker receiving incompatible instructions from two supervisors is experiencing:
View solution
Correct Option: B
Conflicting expectations.
Q 17
Charismatic
Medium
A leader whose authority derives from followers' attribution of exceptional personal qualities holds:
View solution
Correct Option: C
Weber's charismatic type.
Q 18
Impression mgt
Hard
Communicating one's strengths to gain credit for them is which impression-management tactic?
View solution
Correct Option: B
Self-promotion = highlight one's competence.
Q 19
Stress equation
Medium
Stress is best modelled as:
View solution
Correct Option: B
Stress = demand − coping.
Q 20
EAP
Easy
An Employee Assistance Programme (EAP) primarily provides:
View solution
Correct Option: B
EAP — confidential counselling support.
23.8 Quick Recall
ImportantQuick recall
- Power = capacity to influence; authority = legitimate power; influence = power exercised.
- French & Raven’s five bases (1959): Reward, Coercive, Legitimate (position) + Expert, Referent (personal). Informational added later.
- Dependency rises with importance, scarcity, non-substitutability of what A controls.
- Yukl’s nine influence tactics — most effective: rational persuasion, inspirational appeal, consultation. Least: pressure.
- Weber’s three authority types: Traditional, Charismatic, Rational-legal.
- Authority – responsibility – accountability; should be matched.
- Line, staff, functional authority.
- Politics thrives in conditions of ambiguity, scarcity, interdependence and discretion.
- Impression-management tactics: self-promotion, ingratiation, exemplification, supplication, intimidation.
- Thomas-Kilmann conflict modes: competing, accommodating, avoiding, collaborating, compromising.
- Stress = Demand − Coping. Eustress (good) vs distress (bad).
- Selye’s GAS (1936) — Alarm → Resistance → Exhaustion.
- Karasek’s JDC — High demand + Low control = high-strain (most harmful); high demand + high control = active.
- Maslach burnout — three dimensions: emotional exhaustion, depersonalisation, reduced personal accomplishment. Measure: MBI.
- Stressors: task, role, interpersonal, organisational, extra-organisational.
- Stress management: individual (time mgmt, exercise, relaxation, social support, reframing) + organisational (selection, goal setting, job redesign, participation, communication, EAP, wellness).