Introduction
According to Phatak, power is the ability to influence the outcome of other people’s behaviors. Accordingly, one can only boost power if he/she is able to influence the world around him/her. Legitimate power is one of the important types of powers enjoyed by leaders. Additionally, legitimate power depends on the position a person occupies within an organization.
For that reason, legitimate power is the power enjoyed by a person by virtue of his position within an organization (Phatak). Ashraf also reiterates that legitimate power is the degree to which a leader uses his juniors to fulfill certain goals. However, the legitimate power concept allows a person to exercise more power than his position permits (Phatak). This scenario occurs when his/her seniors delegate some of their responsibilities to him/her.
On the other hand, a leader can also exercise less power than what is conferred on him/her (Phatak). Accordingly, he can delegate some of his powers to his juniors. Nevertheless, one cannot lead effectively if he or she does not understand the people he is leading. For that reason, all leaders must understand the fundamental principles of organizational behaviour.
Furthermore, power can have negative or positive effects on an organization, depending on how it is utilized (Merchant). For instance, good leaders are likely to use power in a manner that produces results. On the other hand, leaders who use power arrogantly or in a domineering manner are likely to encounter resistance from their subordinates.
Therefore, they are less likely to produce results. In addition, legitimate power has boundaries, as such, it can only be exercised to a certain extent. For that reason, exercise of legitimate cannot go beyond an employee’s zone of indifference (Hellriegel and Slocum 24).
An Overview of Power
One cannot fully understand the concept of legitimate power without revisiting the definition of power. According to Phatak, a person is said to possess power when he or she has the capability to influence outcomes and fulfill goals. Merchant also adds that a person can also exercise power unknowingly. For that reason, most people fail to recognize that they possess power. In simple terms, power enables a person to get things done.
According to Green, there are several ways in which one can acquire power. Power can be won, given or forcefully taken (Green). To start with, one can compete for power as in the case with elections. Secondly, one can receive power from another person. Finally, one can forcefully dethrone another person from power.
Major Attributes of Legitimate Power
Legitimate power is an important aspect in the day to day running of a busy organization. However, in order to fully understand legitimate power, it is important to know what legitimacy means. In his article, Phatak reiterates that legitimacy is undertaking something without breaking the law. In this regard, the law is the code of conduct that is accepted and unanimously agreed upon by members of an organization (Phatak).
Legitimate power, on the other hand, refers to the power a leader enjoys within an organization (Phatak). Therefore, legitimate power refers to the authority a person enjoys due to his or her rank. For that reason, the strength of legitimate power depends on the status of a person in an organization’s power structure (Merchant).
Legitimate power is also called positional power (Merchant). Citing Hinkin and Schriesheim, Faeth also states that legitimate power is the ability to make another person feel obligated or responsible. In this case, the leader is indentified by the responsibilities bestowed on him. Therefore, a legitimate leader has more rights and responsibilities than his followers.
In addition, he has an absolute control over his follower. For instance, subordinates report to managers. On the other hand, a manager allocates responsibilities to subordinates. In addition, a manager has the right to control the behaviors of his subordinates.
Interestingly, when a person receives more responsibilities, his legitimate powers increase (Merchant). Powerful leaders, therefore, have more tasks than less powerful ones. Furthermore, in some instances people with legitimate power fail to recognize that they have this type of power (Fuqua, Payne and Cangemi).
They are only aware of people who cling on them to fulfill certain goals. Nonetheless, a legitimate leader must find a way of helping his or her juniors internalize the notion that he/she has the right to command them (Ashraf). This act prevents leaders from losing legitimacy. If a leader loses legitimacy, subordinates fail to recognize his or her authority.
However, if a legitimate leader earns power illegitimately, he is likely to exercise it less effectively (Phatak). In most instances, he abuses this power. A chief executive officer (CEO) is an example of a person who has legitimate power. CEOs acquire power legitimately.
Consequently, most of them are very competent. Additionally, power should be allocated, depending on the capabilities of individuals involved. Therefore, it is important to understand the concept of personality when allocating legitimate powers. According to Ashraf, personality refers to traits that particular individuals enjoy.
Types of Legitimate Power
Russ states that there are three types of legitimate power. These types include charismatic, authority and legal powers. Charismatic power is exercised when people obey someone because of his personal attributes. For instance, Jesus and Hitler used charismatic power to attract followers.
On the other hand, traditional or authority power is exercised when people are given power to continue a tradition. In addition, this form of legitimate power is exercised to preserve or continue something that binds people together. For example, the queen of England exercises authority over her subjects.
Moreover, she holds this leadership position by virtue of a tradition within Britain. In simple terms, members of the loyal family inherit the throne. Lastly, legal or rational power gives leaders the right to give orders and expect them to be followed. Additionally, the offices that these leaders occupy compel people to respect their orders (Russ). For that reason, the success of this power does not depend on a person’s qualities or competencies.
Ways of Acquiring Legitimate Power
According to Faeth, there are three sources of legitimate powers. These sources include cultural values, titles and authority by virtue of positions. However, according to Ashraf, one can increase his chances of acquiring legitimate power through several ways. Firstly, one can increase contacts with his seniors.
Therefore, displaying one’s potential to the seniors is a sure way of acquiring a leadership position within an organization. Secondly, making presentations on various issues affecting an organization also helps one ascend to power. Oral presentation is an effective way of showcasing one’s ability to lead.
Thirdly, one can voluntarily participate in task forces that mainly deal with problem-solving. Problem-solving is one of the useful attributes of a leader. Lastly, legitimate power can be increased through mentoring upcoming leaders. Fuqua, Payne and Cangemi reiterate that nurturing other people’s power help leaders become more powerful.
For that reason, a manager who empowers employees becomes more of a colleague than a boss (Fuqua, Payne and Cangemi). Such a manager relies on his influence, relationship and the respect between him and the employees to prosper.
Legitimate Power and Organization Behaviour
Running an organization requires an understanding of some basic principles of managing people. For example, an organization consists of employees that require motivation to generate results. Therefore, it is important for managers and other leaders, who enjoy legitimate powers within an organization to understand the fundamental principles of organizational behaviour (Ashraf).
Organization behaviour refers to the study of behaviors of individuals and groups within an organization (Ashraf). Additionally, organizational behaviour studies the characteristics of an organization. For that reason, legitimate leaders must fully comprehend the theory of organizational behaviour if they are to govern an organization or a department effectively. Globalization has led to a situational in which people with different backgrounds work together.
Consequently, most of the organizations consist of people from differently cultural backgrounds. Therefore, unless a leader understands his followers, he cannot influence them in any way. Understanding the behaviors within an organization, therefore, helps a leader develop competencies that help him predict how subordinates are likely to conduct themselves (Ashraf).
Consequently, a leader is able to control behaviors of his subordinates. For instance, a leader is able to encourage behaviors that produce positive results and discourage those that do not benefit the organization.
Boundaries of Legitimate Power
The legitimate power concept allows a person to exercise more power than what is bestowed on him (Phatak). For that reason, his seniors are free to delegate some of their responsibilities to him. Additionally, a leader is free to exercise less power than what is bestowed on him (Phatak).
Therefore, he can go below the boundaries of his legitimacy. Accordingly, he can deputize his responsibilities to those below his rank. Delegation of power occurs when a leader feels that he cannot fulfill his responsibilities without assistance. Nonetheless, a person who enjoys delegated authority is accountable to the leader who delegated the authority to him. Delegation of power is also important when an organization wants to indentify, promote and nature new leaders (Ashraf).
In other words, delegation can be a tool for uplifting subordinates who show some potential in leadership. This act is referred to as succession planning or legitimating a leader (Ashraf). Succession planning is particularly important when there are plans to change a section of the leadership in an organization. For example, a leader may be retiring, resigning or suspended.
However, organizations must have a clear picture of the amount of power that can be exercised at every rank. This enables an organization to determine responsibilities that can be delegated. Consequently, organizations run smoothly when leaders understand their legitimate powers as there is less room for friction.
It is worth noting that leaders are given powers depending on their capabilities. Therefore, in most instances, top leaders are more competent than leaders from lower ranks. For that reason, not everything can be delegated. Moreover, too much freedom leads to a situation where people forget the nature of their legitimate power (Phatak).
As a result, there is friction and abuse of power. Nonetheless, in some cases, non managerial employees may exercise some legitimate power (Hellriegel and Slocum 23). For instance, a subordinate may be forced to stop working with a machine when safety is violated. A subordinate takes this decision regardless of what a manager thinks. Accordingly, a manager is expected to respect a decision made by the subordinate under such circumstances.
According to Hellriegel and Slocum, subordinates respond to a leader’s influence when they acknowledge his or her legitimate right to lead them (24). Accordingly, he can tell them what to do without any resistance. Furthermore, a leader who has legitimate power makes decisions in a specific area of responsibilities (Hellriegel and Slocum 24).
This area defines the activities under which a leader is expected to exercise legitimate powers on to influence performance. Therefore, leaders who enjoy legitimate powers should stick to their powers. Hellriegel and Slocum reaffirm that the further leaders move away from their specific areas of leadership, the weaker their legitimate powers become (24). In addition, subordinates have a zone of indifference in respect to legitimate powers (Hellriegel and Slocum 24).
A zone of indifference refers to the extent to which subordinates will accept directives from leaders without questioning their powers (Hellriegel and Slocum 24). For that reason, leaders have a certain level of legitimacy. Therefore, if legitimate power is exercised beyond a certain degree, it disappears rapidly (Hellriegel and Slocum 24).
For instance, a secretary answers calls, arranges appointments, opens mails or does similar tasks under the directives of a manager. However, a secretary has the right to disobey or question manager’s motives when he orders her to accompany him for a drink. The manager’s request, hence, falls outside the secretary’s zone of indifference. Accordingly, the manager lacks the legitimacy to expect the secretary to comply with his order.
Outcomes of Legitimate Power in Organizations
People enjoying legitimate powers must adhere to the principle of leadership. Just like any other form of power, legitimate power is exercised in leadership positions. Therefore, legitimate leaders must give guidance and directions to their subjects. This is the only way effective leaders can be differentiated from other leaders or ordinary people.
Leadership in business organizations is formal (Ashraf). Therefore, a single leadership blunder can ruin the targeted outcomes of a business. For that reason, leaders within business organizations must take their position seriously. In large organizations, there are power structures (Phatak). This means that every person or a leader is answerable to higher authority. The only person who is not answerable to anyone is the head of that organization.
Depending on how it is exercised, power can have negative or positive effects on an organization (Merchant). For instance, good leaders are likely to use power in a manner that does not threaten the self esteem of the targeted person. Additionally, effective leaders use power in a careful and delicate fashion.
Furthermore, legitimate power has several rewards. Green states that compliance is one of major outcomes of most powers exercised in an organization. In addition, legitimate power is one of the types of power that are most likely to produce compliance (Green). Effective legitimate leaders care about their subordinates and avoid actions that make them too dominant (Fuqua, Payne and Cangemi). Consequently, they are able to minimize the inferiority complex within an organization.
These leaders, therefore, revert to humble ways of convincing people instead of flexing their muscles. Furthermore, these leaders also take the initiative to get things done. They provide their subordinates with the means and support needed to achieve specific goals. Green adds that in the context of legitimate power, the leader communicates his/her requests verbally or in writing. For that reason, giving arrogant commands makes leaders less effective.
Polite requests, on the other hand, produce the desired outcomes. Consequently, subordinates are more likely to comply with the leader’s orders if he or she is more polite and does not exercise more power than he is mandated to. Therefore, an illegitimate request is likely to be disregarded or resisted. Additionally, a legitimate request should be communicated in a language that a junior understands (Green). Moreover, this should be done in a clear and concise manner (Green).
Resistance is an outcome of abused legitimate powers. According to Green, resistance mainly occurs when a legitimate leader tries to use his powers coercively and arrogantly. Therefore, leaders should avoid using powers arrogantly if they want to achieve positive results in their organizations. Arrogance results into unnecessary outcomes such as resentment and anxiety within the workforce.
For that reason, coercion should only be used to deter behaviors that are detrimental to an organization. Some of these behaviors include theft, direct disobedience and behaviors that endanger others (Green). It is important for legitimate leaders to deter these behaviors because they might influence the direction an organization takes. Moreover, a bad behaviour worsens when it is tolerated.
Conclusion
Leaders require power to generate results within an organization. Likewise, a legitimate leader rewards his juniors for their contribution and achievements. Therefore, powerful leaders are judged on their ability to effectively persuade subordinates into fulfilling an organization’s goals (Fuqua, Payne and Cangemi).
Therefore, legitimate power, just like any other power, helps leaders influence other people within an organization. However, leaders such as managers are said to have an influence when they use power in a manner that results to a change in other people’s behaviour. Accordingly, effective leaders understand how to use their legitimate powers in a way that fulfills their mandate. To do this effectively, these leaders use networks to enhance the flow of information (Ashraf).
As a result, they are able to make their needs and goals clear. In addition, they are also able to bargain effectively for their fulfillment. Therefore, junior workers are able to accept these leaders as part of them rather than mere sources of authority. Consequently, legitimate leaders are able to direct their juniors to act in a way that fulfils an organization’s goals without any resistance.
However, when a leader exercises his powers in an abrasive manner, he fails to utilize the talents of junior members of an organization (Fuqua, Payne and Cangemi). However, a leader can increase his legitimate power by mentoring upcoming leaders within an organization. Therefore, empowering junior workers is a sure way of increasing a person’s legitimate powers.
Citing Yukl, Green states that most leaders depend on personal powers than legitimate powers. Nonetheless, legitimate power is still significant to an organization. Legitimate power exercises its influence on subordinates. For that reason, legitimate power determines the direction an organization takes.
Works Cited
Ashraf, T., Organizational Behavior. 2012. Web.
Faeth, Margaret 2004, Study of the Behavioral Influence Tactics Used by Lay and Ordained Leaders in the Episcopal Church. Web.
Fuqua, Harold, Payne Kay and Cangemi Joseph n.d., Leadership and the Effective Use of Power. Web.
Green, Dennis n.d., Leadership as a Function of Power. Web.
Hellriegel, Don, and Slocum John. Organizational Behavior, Ohio: Cengage Learning, 2007. Print.
Merchant, Paul. n.d. 5 Sources of Power in Organizations. Web.
Phatak, Omkar. 2012. Legitimate Power in Leadership. Web.
Russ. Weber: Three Types of ‘Legitimate’ Power. 2012. Web.