1.

Coercive power induces greater resistance than reward power”

2. “Users of reward power are liked better than those depending on coercive power”
3. “Changes in one power source can affect the other sources”
4. “ Of more direct relevance to organizational behaviour are bases of a manager’s
power or control to satisfaction and performance.”
5. Expert power is most strongly and consistently correlated with satisfaction and
performance
6. Legitimate power, along with expert power, is most important basis for
complying with a supervisor’s wishes but is an inconsistent factor in
organizational effectiveness
7. Referent power is given intermediate importance but it is positively correlated
with organizational effectiveness
8. Reward power is also of intermediate importance for complying but has
inconsistent correlations with performance.
9. Coercive power is the least prominent for complying and is actually negatively
related to organizational effectiveness.
10. Expert power is closely related to a climate of trust and manager’s influence is
internalised by subordinate and he has attitude conformity. Expert power is fairly
impersonal and concerned with task performance.
11. Legitimate power can be dependent on initially but continued reliance may create
problems as follows:-
 It can aggravate feelings of powerlessness and create dissatisfaction,
resistance and frustration among employees.
 If not conjoined with knowledge power, there may be ineffective utilization of
human resources with negative effect of productivity.
 May be inconsistent with work-life values of meaningful involvement and
participation in organizational affairs.
 Dependence on it leads to only minimum compliance and simultaneously
increases resistance.
12. Referent power is emotional in nature and leads to unquestioning, enthusiastic
trust, compliance, loyalty and commitment from subordinates. It could lead to
highly personal, selfish gains and to manipulation of subordinates.
13. Reward power influences the performance behaviour of employees and
reinforcement. Limitations of this power are:
 Tangible rewards such as pay and promotions are in short supply.
 They have short run impact. Rewards may not be valued by employees
 Use of rewards can lead to dependent relationship and subordinates feel
manipulated and become dissatisfied.
14. Coercive power, though it results in temporary compliance by subordinates, it
produces side-effects like frustration, fear, revenge and alienation. In turn may
lead to poor performance, dissatisfaction and turnover.