In political science, power is the ability to influence or direct the actions, beliefs, or conduct of actors.[1][2][3] Power does not exclusively refer to the threat or use of force (coercion) by one actor against another, but may also be exerted through diffuse means (such as institutions).[4]
Power may also take structural forms, as it orders actors in relation to one another (such as distinguishing between a master and an enslaved person, a householder and their relatives, an employer and their employees, a parent and a child, a political representative and their voters, etc.), and discursive forms, as categories and language may lend legitimacy to some behaviors and groups over others.[3]
In a now-classic study (1959),[8] social psychologists John R. P. French and Bertram Raven developed a schema of sources of power by which to analyse how power plays work (or fail to work) in a specific relationship.
According to French and Raven, power must be distinguished from influence in the following way: power is that state of affairs that holds in a given relationship, A-B, such that a given influence attempt by A over B makes A's desired change in B more likely. Conceived this way, power is fundamentally relative; it depends on the specific understandings A and B each apply to their relationship and requires B's recognition of a quality in A that would motivate B to change in the way A intends. A must draw on the 'base' or combination of bases of power appropriate to the relationship to effect the desired outcome. Drawing on the wrong power base can have unintended effects, including a reduction in A's own power.
French and Raven argue that there are five significant categories of such qualities, while not excluding other minor categories. Further bases have since been adduced, in particular by Gareth Morgan in his 1986 book, Images of Organization.[9]
Also called "positional power", legitimate power is the power of an individual because of the relative position and duties of the holder of the position within an organization. Legitimate power is formal authority delegated to the holder of the position. It is usually accompanied by various attributes of power, such as a uniform, a title, or an imposing physical office.
In simple terms, power can be expressed[by whom?] as being upward or downward. With downward power, a company's superiors influence subordinates to attain organizational goals. When a company exhibits upward power, subordinates influence the decisions of their leader or leaders.
Referent power is the power or ability of individuals to attract others and build loyalty. It is based on the charisma and interpersonal skills of the powerholder. A person may be admired because of a specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here, the person under power desires to identify with these personal qualities and gains satisfaction from being an accepted follower. Nationalism and patriotism count towards an intangible sort of referent power. For example, soldiers fight in wars to defend the honor of the country. This is the second-least obvious power but the most effective. Advertisers have long used the referent power of sports figures for product endorsements, for example. The charismatic appeal of the sports star supposedly leads to an acceptance of the endorsement, although the individual may have little real credibility outside the sports arena.[10] Abuse is possible when someone who is likable yet lacks integrity and honesty rises to power, placing them in a situation to gain personal advantage at the cost of the group's position.[citation needed] Referent power is unstable alone and is not enough for a leader who wants longevity and respect. When combined with other sources of power, however, it can help a person achieve great success.
Expert power is an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified. When they have knowledge and skills that enable them to understand a situation, suggest solutions, use solid judgment, and generally outperform others, then people tend to listen to them. When individuals demonstrate expertise, people tend to trust them and respect what they say. As subject-matter experts, their ideas will have more value, and others will look to them for leadership in that area.
Reward power depends on the ability of the power wielder to confer valued material rewards; it refers to the degree to which the individual can give others a reward of some kind, such as benefits, time off, desired gifts, promotions, or increases in pay or responsibility. This power is obvious, but it is also ineffective if abused. People who abuse reward power can become pushy or be reprimanded for being too forthcoming or 'moving things too quickly'. If others expect to be rewarded for doing what someone wants, there is a high probability that they will do it. The problem with this basis of power is that the rewarder may not have as much control over rewards as may be required. Supervisors rarely have complete control over salary increases, and managers often cannot control all actions in isolation; even a company CEO needs permission from the board of directors for some actions. When an individual uses up available rewards or the rewards do not have enough perceived value for others, their power weakens. One of the frustrations of using rewards is that they often need to be bigger each time if they are to have the same motivational impact. Even then, if rewards are given frequently, people can become so satiated by the reward it loses its effectiveness.[citation needed]
In terms of cancel culture, the mass ostracization used to reconcile unchecked injustice and abuse of power is an "upward power." Policies for policing the internet against these processes as a pathway for creating due process for handling conflicts, abuses, and harm that is done through established processes are known as "downward power."[11]
Coercive power is the application of negative influences. It includes the ability to defer or withhold other rewards. The desire for valued rewards or the fear of having them withheld can ensure the obedience of those under power. Coercive power tends to be the most obvious but least effective form of power, as it builds resentment and resistance from the people who experience it. Threats and punishment are common tools of coercion. Implying or threatening that someone will be fired, demoted, denied privileges, or given undesirable assignments – these are characteristics of using coercive power. Extensive use of coercive power is rarely appropriate in an organizational setting, and relying on these forms of power alone will result in a very cold, impoverished style of leadership. This is a type of power commonly seen in the fashion industry by coupling with legitimate power; it is referred to in the industry-specific literature as "glamorization of structural domination and exploitation".[12]
Principles in interpersonal relationships
According to Laura K. Guerrero and Peter A. Andersen in Close Encounters: Communication in Relationships:[13]
Power as a perception: Power is a perception in the sense that some people can have objective power but still have trouble influencing others. People who use power cues and act powerfully and proactively tend to be perceived as powerful by others. Some people become influential even though they do not overtly use powerful behavior.
Power as a relational concept: Power exists in relationships. The issue here is often how much relative power a person has in comparison to one's partner. Partners in close and satisfying relationships often influence each other at different times in various arenas.
Power as resource-based: Power usually represents a struggle over resources. The more scarce and valued resources are, the more intense and protracted the power struggles. The scarcity hypothesis indicates that people have the most power when the resources they possess are hard to come by or are in high demand. However, scarce resources lead to power only if they are valued within a relationship.
The principle of least interest and dependence power: The person with less to lose has greater power in the relationship. Dependence power indicates that those who are dependent on their relationship or partner are less powerful, especially if they know their partner is uncommitted and might leave them. According to interdependence theory, the quality of alternatives refers to the types of relationships and opportunities people could have if they were not in their current relationship. The principle of least interest suggests that if a difference exists in the intensity of positive feelings between partners, the partner who feels the most positive is at a power disadvantage. There's an inverse relationship between interest in a relationship and the degree of relational power.
Power as enabling or disabling: Power can be enabling or disabling. Research[citation needed] has shown that people are more likely to have an enduring influence on others when they engage in dominant behavior that reflects social skill rather than intimidation. Personal power is protective against pressure and excessive influence by others and/or situational stress. People who communicate through self-confidence and expressive, composed behavior tend to be successful in achieving their goals and maintaining good relationships. Power can be disabling when it leads to destructive patterns of communication. This can lead to the chilling effect, where the less powerful person often hesitates to communicate dissatisfaction, and the demand withdrawal pattern, which is when one person makes demands and the other becomes defensive and withdraws (Mawasha, 2006). Both effects have negative consequences for relational satisfaction.
Power as a prerogative: The prerogative principle states that the partner with more power can make and break the rules. Powerful people can violate norms, break relational rules, and manage interactions without as much penalty as powerless people. These actions may reinforce the powerful person's dependence on power. In addition, the more powerful person has the prerogative to manage both verbal and nonverbal interactions. They can initiate conversations, change topics, interrupt others, initiate touch, and end discussions more easily than less powerful people. (See expressions of dominance.)
Game theory, with its foundations in the Walrasian theory of rational choice, is increasingly used in various disciplines to help analyze power relationships. One rational-choice definition of power is given by Keith Dowding in his book Power.
In rational choice theory, human individuals or groups can be modelled as 'actors' who choose from a 'choice set' of possible actions in order to try to achieve desired outcomes. An actor's 'incentive structure' comprises (its beliefs about) the costs associated with different actions in the choice set and the likelihoods that different actions will lead to desired outcomes.
In this setting, we can differentiate between:
outcome power – the ability of an actor to bring about or help bring about outcomes;
social power – the ability of an actor to change the incentive structures of other actors in order to bring about outcomes.
This framework can be used to model a wide range of social interactions where actors have the ability to exert power over others. For example, a 'powerful' actor can take options away from another's choice set; can change the relative costs of actions; can change the likelihood that a given action will lead to a given outcome; or might simply change the other's beliefs about its incentive structure.
As with other models of power, this framework is neutral as to the use of 'coercion'. For example, a threat of violence can change the likely costs and benefits of different actions; so can a financial penalty in a 'voluntarily agreed' contract, or indeed a friendly offer.
Cultural hegemony
In the Marxist tradition, the Italian writer Antonio Gramsci elaborated on the role of ideology in creating a cultural hegemony, which becomes a means of bolstering the power of capitalism and of the nation-state. Drawing on Niccolò Machiavelli in The Prince and trying to understand why there had been no Communist revolution in Western Europe while it was claimed there had been one in Russia, Gramsci conceptualised this hegemony as a centaur, consisting of two halves. The back end, the beast, represented the more classic material image of power: power through coercion, through brute force, be it physical or economic. But the capitalist hegemony, he argued, depended even more strongly on the front end, the human face, which projected power through 'consent'. In Russia, this power was lacking, allowing for a revolution. However, in Western Europe, specifically in Italy, capitalism had succeeded in exercising consensual power, convincing the working classes that their interests were the same as those of capitalists. In this way, a revolution had been avoided.
While Gramsci stresses the significance of ideology in power structures, Marxist-feminist writers such as Michele Barrett stress the role of ideologies in extolling the virtues of family life. The classic argument to illustrate this point of view is the use of women as a 'reserve army of labour'. In wartime, it is accepted that women perform masculine tasks, while after the war, the roles are easily reversed. Therefore, according to Barrett, the destruction of capitalist economic relations is necessary but not sufficient for the liberation of women.[14]
Tarnow
Eugen Tarnow considers what power hijackers have over air plane passengers and draws similarities with power in the military.[15] He shows that power over an individual can be amplified by the presence of a group. If the group conforms to the leader's commands, the leader's power over an individual is greatly enhanced, while if the group does not conform, the leader's power over an individual is nil.
For Michel Foucault, the real power will always rely on the ignorance of its agents. No single human, group, or actor runs the dispositif (machine or apparatus), but power is dispersed through the apparatus as efficiently and silently as possible, ensuring its agents do whatever is necessary. It is because of this action that power is unlikely to be detected and remains elusive to 'rational' investigation. Foucault quotes a text reputedly written by political economist Jean Baptiste Antoine Auget de Montyon, entitled Recherches et considérations sur la population de la France (1778), but turns out to be written by his secretary Jean-Baptise Moheau (1745–1794), and by emphasizing biologistJean-Baptiste Lamarck, who constantly refers to milieus as a plural adjective and sees into the milieu as an expression as nothing more than water, air, and light confirming the genus within the milieu, in this case the human species, relates to a function of the population and its social and political interaction in which both form an artificial and natural milieu. This milieu (both artificial and natural) appears as a target of intervention for power, according to Foucault, which is radically different from the previous notions on sovereignty, territory, and disciplinary space interwoven into social and political relations that function as a species (biological species).[16] Foucault originated and developed the concept of "docile bodies" in his book Discipline and Punish. He writes, "A body is docile that may be subjected, used, transformed and improved.[17]
Clegg
Stewart Clegg proposes another three-dimensional model with his "circuits of power"[18] theory. This model likens the production and organization of power to an electric circuit board consisting of three distinct interacting circuits: episodic, dispositional, and facilitative. These circuits operate at three levels: two are macro and one is micro. The episodic circuit is at the micro level and is constituted of irregular exercise of power as agents address feelings, communication, conflict, and resistance in day-to-day interrelations. The outcomes of the episodic circuit are both positive and negative. The dispositional circuit is constituted of macro level rules of practice and socially constructed meanings that inform member relations and legitimate authority. The facilitative circuit is constituted of macro level technology, environmental contingencies, job design, and networks, which empower or disempower and thus punish or reward agency in the episodic circuit. All three independent circuits interact at "obligatory passage points", which are channels for empowerment or disempowerment.
Gene Sharp, an American professor of political science, believes that power ultimately depends on its bases. Thus, a political regime maintains power because people accept and obey its dictates, laws, and policies. Sharp cites the insight of Étienne de La Boétie.
Sharp's key theme is that power is not monolithic; that is, it does not derive from some intrinsic quality of those who are in power. For Sharp, political power, the power of any state – regardless of its particular structural organization – ultimately derives from the subjects of the state. His fundamental belief is that any power structure relies upon the subjects' obedience to the orders of the ruler(s). If subjects do not obey, leaders have no power.[21]
Björn Kraus deals with the epistemological perspective on power regarding the question of the possibilities of interpersonal influence by developing a special form of constructivism (named relational constructivism).[23] Instead of focusing on the valuation and distribution of power, he asks first and foremost what the term can describe at all.[24] Coming from Max Weber's definition of power,[25] he realizes that the term power has to be split into "instructive power" and "destructive power".[26]:105[27]:126 More precisely, instructive power means the chance to determine the actions and thoughts of another person, whereas destructive power means the chance to diminish the opportunities of another person.[24] How significant this distinction really is, becomes evident by looking at the possibilities of rejecting power attempts: Rejecting instructive power is possible; rejecting destructive power is not. By using this distinction, proportions of power can be analyzed in a more sophisticated way, helping to sufficiently reflect on matters of responsibility.[27]:139 f. This perspective permits people to get over an "either-or-position" (either there is power or there is not), which is common, especially in epistemological discourses about power theories,[28][29][30] and to introduce the possibility of an "as well as-position".[27]:120
Unmarked categories
The idea of unmarked categories originated in feminism.[31] As opposed to looking at social difference by focusing on what or whom is perceived to be different, theorists who use the idea of unmarked categories insist that one must also look at how whatever is "normal" comes to be perceived as unremarkable and what effects this has on social relations. Attending the unmarked category is thought to be a way to analyze linguistic and cultural practices to provide insight into how social differences, including power, are produced and articulated in everyday occurrences.[32]
Feminist linguist Deborah Cameron describes an "unmarked" identity as the default, which requires no explicit acknowledgment. Heterosexuality, for instance, is unmarked, assumed as the norm, unlike homosexuality, which is "marked" and requires clearer signaling as it differs from the majority. Similarly, masculinity is often unmarked, while femininity is marked, leading to studies that examine distinctive features in women’s speech, whereas men’s speech is treated as the neutral standard.[32]
Although the unmarked category is typically not explicitly noticed and often goes overlooked, it is still necessarily visible.[33]
The term 'counter-power' (sometimes written 'counterpower') is used in a range of situations to describe the countervailing force that can be utilised by the oppressed to counterbalance or erode the power of elites. A general definition has been provided by the anthropologist David Graeber as 'a collection of social institutions set in opposition to the state and capital: from self-governing communities to radical labor unions to popular militias'.[34] Graeber also notes that counter-power can also be referred to as 'anti-power' and 'when institutions [of counter-power] maintain themselves in the face of the state, this is usually referred to as a 'dual power' situation'.[34]Tim Gee, in his 2011 book Counterpower: Making Change Happen,[35] put forward the theory that those disempowered by governments' and elite groups' power can use counterpower to counter this.[36] In Gee's model, counterpower is split into three categories: idea counterpower, economic counterpower, and physical counterpower.[35]
Although the term has come to prominence through its use by participants in the global justice/anti-globalization movement of the 1990s onwards,[37] the word has been used for at least 60 years; for instance, Martin Buber's 1949 book 'Paths in Utopia' includes the line 'Power abdicates only under the stress of counter-power'.[38][39]:13
Other theories
Thomas Hobbes (1588–1679) defined power as a man's "present means, to obtain some future apparent good" (Leviathan, Ch. 10).
The thought of Friedrich Nietzsche (1844–1900) underlies much 20th-century analysis of power. Nietzsche disseminated ideas on the "will to power", which he saw as the domination of other humans as much as the exercise of control over one's environment.
Some schools of psychology, notably those associated with Alfred Adler (1870–1937), place power dynamics at the core of their theory (where orthodox Freudians might place sexuality).
Paul Tillich (1886–1965) saw law as structuring/expressing power and developing through "sacramental" (community) and theocratic stages before reaching a secular rational mode.[40]
Rodolfo Henrique Cerbaro suggests understanding power as "what counts as a means of determining a subject's position in a given competition".[41]
Psychological research
Recent experimental psychology suggests that the more power one has, the less one takes on the perspective of others, implying that the powerful have less empathy. Adam Galinsky, along with several coauthors, found that when those who are reminded of their powerlessness are instructed to draw Es on their forehead, they are 3 times more likely to draw them such that they are legible to others than those who are reminded of their power.[42][43] Powerful people are also more likely to take action. In one example, powerful people turned off an irritatingly close fan twice as much as less powerful people. Researchers have documented the bystander effect: they found that powerful people are three times as likely to first offer help to a "stranger in distress".[44]
A study involving over 50 college students suggested that those primed to feel powerful through stating 'power words' were less susceptible to external pressure, more willing to give honest feedback, and more creative.[45] In one paper, power was defined "as a possibility to influence others."[46]:1137Research experiments were done as early as 1968 to explore power conflict.[46] One study concluded that facing one with more power leads to strategic consideration whereas facing one with less power leads to a social responsibility.[46]
Bargaining games
There have also been studies aimed at comparing behavior done in different situations were individuals were given power.[46] In an ultimatum game, the person in given power offers an ultimatum and the recipient would have to accept that offer or else both the proposer and the recipient will receive no reward.[46] In a dictator game, the person in given power offers a proposal and the recipient would have to accept that offer. The recipient has no choice of rejecting the offer. The dictator game gives no power to the recipient whereas the ultimatum game gives some power to the recipient. The behavior observed was that the person offering the proposal would act less strategically than would the one offering in the ultimatum game. Self-serving also occurred and a lot of pro-social behavior was observed.[46]
When the counterpart recipient is completely powerless, lack of strategy, social responsibility and moral consideration is often observed from the behavior of the proposal given (the one with the power).[46]
Tactics
Tactics that political actors use to obtain their goals include using overt aggression, collaboration, or even manipulation.[47] One can classify such power tactics along three different dimensions:[48][49]
Soft and hard: Soft tactics take advantage of the relationship between the influencer and the target. They are more indirect and interpersonal (e.g., collaboration, socializing). Conversely, hard tactics are harsh, forceful, direct, and rely on concrete outcomes. However, they are not more powerful than soft tactics. In many circumstances, fear of social exclusion can be a much stronger motivator than some kind of physical punishment.
Rational and nonrational: Rational tactics of influence make use of reasoning, logic, and sound judgment, whereas nonrational tactics may rely on emotionality or misinformation. Examples of each include bargaining and persuasion, and evasion and put-downs, respectively.
Unilateral and bilateral: Bilateral tactics, such as collaboration and negotiation, involve reciprocity on the part of both the person influencing and their target. Unilateral tactics, on the other hand, develop without any participation on the part of the target. These tactics include disengagement and the deployment of fait accomplis.
People tend to vary in their use of power tactics, with different types of people opting for different tactics. For instance, interpersonally oriented people tend to use soft and rational tactics.[48] Moreover, extroverts use a greater variety of power tactics than do introverts.[50] People will also choose different tactics based on the group situation, and based on whom they wish to influence. People also tend to shift from soft to hard tactics when they face resistance.[51][52]
Balance of power
Because power operates both relationally and reciprocally, sociologists speak of the "balance of power" between parties to a relationship:[53][54] all parties to all relationships have some power: the sociological examination of power concerns itself with discovering and describing the relative strengths: equal or unequal, stable or subject to periodic change. Sociologists usually analyse relationships in which the parties have relatively equal or nearly equal power in terms of constraint rather than of power.[citation needed] In this context, "power" has a connotation of unilateralism. If this were not so, then all relationships could be described in terms of "power", and its meaning would be lost. Given that power is not innate and can be granted to others, to acquire power one must possess or control a form of power currency.[55][need quotation to verify][56]
Political power in authoritarian regimes
In authoritarian regimes, political power is concentrated in the hands of a single leader or a small group of leaders who exercise almost complete control over the government and its institutions.[57] Because some authoritarian leaders are not elected by a majority, their main threat is that posed by the masses.[57] They often maintain their power through political control tactics like:
Repression: The state targets actors who challenge their beliefs. Can be done directly or indirectly.[58]
Autocrats repress actors they perceive as having irreconcilable interests, and cooperate with those they think have reconcilable ones.[59]
Because of preference falsification- distinguishing between an individual's private preference and public preference- sometimes repression in itself is not enough.[60]
Indoctrination: The state controls public education and uses propaganda to diffuse its views and values into society.[58]
A one standard deviation increase in pro-regime propaganda reduces the odds of protest the following day by 15%.[61]
Coercive distribution: The state distributes welfare and resources to keep people dependent while offering benefits to people they know they can manipulate.[58]
Infiltration: The state assigns people to go into grassroot level to sway the public in favor of the authoritarian regime.[58]
Although several regimes follow these general forms of control, different authoritarian sub-regime types rely on different political control tactics.[62]
Effects
Power changes those in the position of power and those who are targets of that power.[63]
Approach/inhibition theory
Developed by D. Keltner and colleagues,[64] approach/inhibition theory assumes that having power and using power alters psychological states of individuals. The theory is based on the notion that most organisms react to environmental events in two common ways. The reaction of approach is associated with action, self-promotion, seeking rewards, increased energy and movement. Inhibition, on the contrary, is associated with self-protection, avoiding threats or danger, vigilance, loss of motivation and an overall reduction in activity.
Overall, approach/inhibition theory holds that power promotes approach tendencies, while a reduction in power promotes inhibition tendencies.
Positive
Power prompts people to take action
Makes individuals more responsive to changes within a group and its environment[65]
Powerful people are more proactive, more likely to speak up, make the first move, and lead negotiation[66]
Powerful people are more focused on the goals appropriate in a given situation and tend to plan more task-related activities in a work setting[67]
Powerful people tend to experience more positive emotions, such as happiness and satisfaction, and they smile more than low-power individuals[68]
Power is associated with optimism about the future because more powerful individuals focus their attention on more positive aspects of the environment[69]
People with more power tend to carry out executive cognitive functions more rapidly and successfully, including internal control mechanisms that coordinate attention, decision-making, planning, and goal-selection[70]
Negative
Powerful people are prone to take risky, inappropriate, or unethical decisions and often overstep their boundaries[71][72]
They tend to generate negative emotional reactions in their subordinates, particularly when there is a conflict in the group[73]
When individuals gain power, their self-evaluation become more positive, while their evaluations of others become more negative[74]
Power tends to weaken one's social attentiveness, which leads to difficulty understanding other people's point of view[75]
Powerful people also spend less time collecting and processing information about their subordinates and often perceive them in a stereotypical fashion[76]
People with power tend to use more coercive tactics, increase social distance between themselves and subordinates, believe that non-powerful individuals are untrustworthy, and devalue work and ability of less powerful individuals[77]
Reactions
Tactics
A number of studies demonstrate that harsh power tactics (e.g. punishment (both personal and impersonal), rule-based sanctions, and non-personal rewards) are less effective than soft tactics (expert power, referent power, and personal rewards).[78][79] It is probably because harsh tactics generate hostility, depression, fear, and anger, while soft tactics are often reciprocated with cooperation.[80] Coercive and reward power can also lead group members to lose interest in their work, while instilling a feeling of autonomy in one's subordinates can sustain their interest in work and maintain high productivity even in the absence of monitoring.[81]
Coercive influence creates conflict that can disrupt entire group functioning. When disobedient group members are severely reprimanded, the rest of the group may become more disruptive and uninterested in their work, leading to negative and inappropriate activities spreading from one troubled member to the rest of the group. This effect is called Disruptive contagion or ripple effect and it is strongly manifested when reprimanded member has a high status within a group, and authority's requests are vague and ambiguous.[82]
Resistance to coercive influence
Coercive influence can be tolerated when the group is successful,[83] the leader is trusted, and the use of coercive tactics is justified by group norms.[84] Furthermore, coercive methods are more effective when applied frequently and consistently to punish prohibited actions.[85]
However, in some cases, group members chose to resist the authority's influence. When low-power group members have a feeling of shared identity, they are more likely to form a Revolutionary Coalition, a subgroup formed within a larger group that seeks to disrupt and oppose the group's authority structure.[86] Group members are more likely to form a revolutionary coalition and resist an authority when authority lacks referent power, uses coercive methods, and asks group members to carry out unpleasant assignments. It is because these conditions create reactance, individuals strive to reassert their sense of freedom by affirming their agency for their own choices and consequences.
Kelman's compliance-identification-internalization theory of conversion
Herbert Kelman[87][88] identified three basic, step-like reactions that people display in response to coercive influence: compliance, identification, and internalization. This theory explains how groups convert hesitant recruits into zealous followers over time.
At the stage of compliance, group members comply with authority's demands, but personally do not agree with them. If authority does not monitor the members, they will probably not obey.
Identification occurs when the target of the influence admires and therefore imitates the authority, mimics authority's actions, values, characteristics, and takes on behaviours of the person with power. If prolonged and continuous, identification can lead to the final stage – internalization.
When internalization occurs, individual adopts the induced behaviour because it is congruent with his/her value system. At this stage, group members no longer carry out authority orders but perform actions that are congruent with their personal beliefs and opinions. Extreme obedience often requires internalization.
Power literacy
Power literacy refers to how one perceives power, how it is formed and accumulates, and the structures that support it and who is in control of it. Education can be helpful for heightening power literacy.[89][90] In a 2014 TED talkEric Liu notes that "we don't like to talk about power" as "we find it scary" and "somehow evil" with it having a "negative moral valence" and states that the pervasiveness of power illiteracy causes a concentration of knowledge, understanding and clout.[91]Joe L. Kincheloe describes a "cyber-literacy of power" that is concerned with the forces that shape knowledge production and the construction and transmission of meaning, being more about engaging knowledge than "mastering" information, and a "cyber-power literacy" that is focused on transformative knowledge production and new modes of accountability.[92]
Persuasion or persuasion arts is an umbrella term for influence. Persuasion can influence a person's beliefs, attitudes, intentions, motivations, or behaviours.
Leadership, is defined as the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or organizations.
Group dynamics is a system of behaviors and psychological processes occurring within a social group, or between social groups. The study of group dynamics can be useful in understanding decision-making behaviour, tracking the spread of diseases in society, creating effective therapy techniques, and following the emergence and popularity of new ideas and technologies. These applications of the field are studied in psychology, sociology, anthropology, political science, epidemiology, education, social work, leadership studies, business and managerial studies, as well as communication studies.
In social psychology, an interpersonal relation describes a social association, connection, or affiliation between two or more persons. It overlaps significantly with the concept of social relations, which are the fundamental unit of analysis within the social sciences. Relations vary in degrees of intimacy, self-disclosure, duration, reciprocity, and power distribution. The main themes or trends of the interpersonal relations are: family, kinship, friendship, love, marriage, business, employment, clubs, neighborhoods, ethical values, support and solidarity. Interpersonal relations may be regulated by law, custom, or mutual agreement, and form the basis of social groups and societies. They appear when people communicate or act with each other within specific social contexts, and they thrive on equitable and reciprocal compromises.
In sociology, social distance describes the distance between individuals or social groups in society, including dimensions such as social class, race/ethnicity, gender or sexuality. Members of different groups mix less than members of the same group. It is the measure of nearness or intimacy that an individual or group feels towards another individual or group in a social network or the level of trust one group has for another and the extent of perceived likeness of beliefs.
An attitude "is a summary evaluation of an object of thought. An attitude object can be anything a person discriminates or holds in mind." Attitudes include beliefs (cognition), emotional responses (affect) and behavioral tendencies. In the classical definition an attitude is persistent, while in more contemporary conceptualizations, attitudes may vary depending upon situations, context, or moods.
Abuse is the improper usage or treatment of a person or thing, often to unfairly or improperly gain benefit. Abuse can come in many forms, such as: physical or verbal maltreatment, injury, assault, violation, rape, unjust practices, crimes, or other types of aggression. To these descriptions, one can also add the Kantian notion of the wrongness of using another human being as means to an end rather than as ends in themselves. Some sources describe abuse as "socially constructed", which means there may be more or less recognition of the suffering of a victim at different times and societies.
Social influence comprises the ways in which individuals adjust their behavior to meet the demands of a social environment. It takes many forms and can be seen in conformity, socialization, peer pressure, obedience, leadership, persuasion, sales, and marketing. Typically social influence results from a specific action, command, or request, but people also alter their attitudes and behaviors in response to what they perceive others might do or think. In 1958, Harvard psychologist Herbert Kelman identified three broad varieties of social influence.
Compliance is when people appear to agree with others but actually keep their dissenting opinions private.
Identification is when people are influenced by someone who is liked and respected, such as a famous celebrity.
Internalization is when people accept a belief or behavior and agree both publicly and privately.
Social exchange theory is a sociological and psychological theory that studies the social behavior in the interaction of two parties that implement a cost-benefit analysis to determine risks and benefits. The theory also involves economic relationships—the cost-benefit analysis occurs when each party has goods that the other parties value. Social exchange theory suggests that these calculations occur in romantic relationships, friendships, professional relationships, and ephemeral relationships as simple as exchanging words with a customer at the cash register. Social exchange theory says that if the costs of the relationship are higher than the rewards, such as if a lot of effort or money were put into a relationship and not reciprocated, then the relationship may be terminated or abandoned.
Power distance is the unequal distribution of power between parties, and the level of acceptance of that inequality; whether it is in the family, workplace, or other organizations.
Political psychology is an interdisciplinary academic field, dedicated to understanding politics, politicians and political behavior from a psychological perspective, and psychological processes using socio-political perspectives. The relationship between politics and psychology is considered bidirectional, with psychology being used as a lens for understanding politics and politics being used as a lens for understanding psychology. As an interdisciplinary field, political psychology borrows from a wide range of disciplines, including: anthropology, economics, history, international relations, journalism, media, philosophy, political science, psychology, and sociology.
Social dominance orientation (SDO) is a personality trait measuring an individual's support for social hierarchy and the extent to which they desire their in-group be superior to out-groups. SDO is conceptualized under social dominance theory as a measure of individual differences in levels of group-based discrimination; that is, it is a measure of an individual's preference for hierarchy within any social system and the domination over lower-status groups. It is a predisposition toward anti-egalitarianism within and between groups.
Compliance is a response—specifically, a submission—made in reaction to a request. The request may be explicit or implicit. The target may or may not recognize that they are being urged to act in a particular way.
In a notable study of power conducted by social psychologists John R. P. French and Bertram Raven in 1959, power is divided into five separate and distinct forms. They identified those five bases of power as coercive, reward, legitimate, referent, and expert. This was followed by Raven's subsequent addition in 1965 of a sixth separate and distinct base of power: informational power.
In psychology, manipulation is defined as an action designed to influence or control another person, usually in an underhanded or unfair manner which facilitates one's personal aims. Methods someone may use to manipulate another person may include seduction, suggestion, coercion, and blackmail to induce submission. Manipulation is generally considered a dishonest form of social influence as it is used at the expense of others.
Social undermining is the expression of negative emotions directed towards a particular person or negative evaluations of the person as a way to prevent the person from achieving their goals.
Controlling behavior in relationships are behaviors exhibited by an individual who seeks to gain and maintain control over another person. Abusers may utilize tactics such as intimidation or coercion, and may seek personal gain, personal gratification, and the enjoyment of exercising power and control. The victims of this behavior are often subject to psychological, physical, sexual, or financial abuse.
Leadership analysis is the art of breaking down a leader into basic psychological components for study and use by academics and practitioners. Good leadership analysis is not reductionist, but rather takes into consideration the overall person in the context of the times, society and culture from which they come. Leadership analysis is traditionally housed in political psychology departments and utilizes the tools of psychology to achieve political ends by exploiting the psyche in the case of practitioners, or to gain knowledge about the building blocks of leadership and individuals in the case of academics. The distinction between the two is not made frivolously; in fact, while academics and practitioners both engage in the overarching act of analyzing leaders, they go about it quite differently. Applied analysts make great use of the psychobiography, while academics tend to analyze transcriptions in search of traits and character clues.
Machiavellianism in the workplace is a concept studied by many organizational psychologists. Conceptualized originally by Richard Christie and Florence Geis, Machiavellianism in psychology refers to a personality trait construct where individuals behave in a cold and duplicitous manner. It has been adapted and applied to the context of the workplace and organizations by psychology academics.
In evolutionary psychology and evolutionary anthropology, dual strategies theory states humans increase their status in social hierarchies using two major strategies known as dominance and prestige.
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↑ Galbraith, John Kenneth (1983) [1983]. The Anatomy of Power (reprinted.). Houghton Mifflin. p.7. ISBN978-0395344002. Archived from the original on 11 April 2023. Retrieved 11 April 2023. [...] there are also numerous combinations of the sources of power and the related instruments. Personality, property, and organization are combined in various strengths.
↑ Heiko Kleve: Vom Erweitern der Möglichkeiten. In: Bernhard Pörksen (ed.): Schlüsselwerke des Konstruktivismus. VS-Verlag, Wiesbaden/Germany 2011. pp. 506–519 [509].
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1 2 Graeber, David (2004). Fragments of an anarchist anthropology (2nd pr.ed.). Chicago: Prickly Paradigm Press. p.24. ISBN978-0-9728196-4-0. The examples given (self-governing communities, radical labour unions, popular militias) reflect the Idea/Economics/Physical taxonomy
1 2 Gee, Tim (2011). Counter power: making change happen. Oxford: World Changing. ISBN978-1780260327.
↑ Chesters, Graeme (September 2003). "Ideas about power: Representation and counterpower". New Internationalist (360). Archived from the original on 22 April 2023. Retrieved 16 October 2014. Counterpower is the shadow realm of alternatives, a hall of mirrors held up to the dominant logic of capitalism – and it is growing.
↑ Buber, Martin (1996) [1949]. Paths in Utopia (Reprinted.). Syracuse, NY: Syracuse University Press. p.104. ISBN978-0815604211.
↑ Gee, Tim (2011). "Introduction"(PDF). Counter Power Making Change Happen. Oxford: New Internationalist. ISBN978-1-78026-032-7. Archived(PDF) from the original on 17 November 2015. Retrieved 16 October 2014.
↑ Cerbaro, Rodolfo Henrique. "Competition-trapping the Concept of Power". European Journal of Social Sciences, v. 21, n. 1, pp. 148–153, 2011 - "Power seems to be best understood as what counts as a means of determining a subject's position in a given competition, or, in other words, what we use to rank the competitors. This approach is widely applicable, because whenever we think of a competition, we use something to rank the competitors as either being superior or inferior in relation to each other [...]."
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1 2 3 4 5 6 7 Handgraaf, Michel J. J.; Van Dijk, Eric; Vermunt, Riël C.; Wilke, Henk A. M.; De Dreu, Carsten K. W. (1 January 2008). "Less power or powerless? Egocentric empathy gaps and the irony of having little versus no power in social decision making". Journal of Personality and Social Psychology. 95 (5): 1136–1149. doi:10.1037/0022-3514.95.5.1136. PMID18954198.
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Osnos, Evan, "Ruling-Class Rules: How to thrive in the power elite – while declaring it your enemy", The New Yorker, 29 January 2024, pp. 18–23. "In the nineteen-twenties... American elites, some of whom feared a Bolshevik revolution, consented to reform... Under Franklin D. Roosevelt... the U.S. raised taxes, took steps to protect unions, and established a minimum wage. The costs, [Peter] Turchin writes, 'were borne by the American ruling class.'... Between the nineteen-thirties and the nineteen-seventies, a period that scholars call the Great Compression, economic equality narrowed, except among Black Americans... But by the nineteen-eighties the Great Compression was over. As the rich grew richer than ever, they sought to turn their money into political power; spending on politics soared." (p. 22.) "[N]o democracy can function well if people are unwilling to lose power – if a generation of leaders... becomes so entrenched that it ages into gerontocracy; if one of two major parties denies the arithmetic of elections; if a cohort of the ruling class loses status that it once enjoyed and sets out to salvage it." (p. 23.)
Dolata, Ulrich; Schrape, Jan-Felix (2018). Collectivity and Power on the Internet. A Sociological Perspective. London Cham: Springer. doi:10.1007/978-3-319-78414-4. ISBN978-3319784137.
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