What is the role of power in organizational behavior?
Organizational behavior concerns a targeted study of various interactions that occur within a specified organizational environment in relation to its usability to a wider set of standards that can be used for such structures. The role of power in organizational behavior is just one of the many factors that affect the structure of organizational behavior. When applying power in organizational behavior, it may be a personal, legitimate or expert.
When studying the role of power in organizational behavior, personal strength is clearly defined from other types of power because it has its own qualities. This type of force is entrusted to the individual and is not derived from any other source. This can be the result of an individual's charisma or personality and its role in organizational behavior is the extent to which other individuals respond to this power in the facility. Such a leader is able to have a more personal and loyal relationship with the signs, given that subordinates respond to the nature of the leader as a person and not because of no other consideration. Danger tOhoto type of power is the fact that any change that occurs in an organization where a dynamic leader is replaced could be encountered with the opposition and indignation of subordinates who may not have the same level of affinity and loyalty to the leader of the substitute leader.
Another aspect of studying the role of power in organizational behavior is the study of legitimate power in the organization. The legitimate power concerns the type of power entrusted to the position that the leader occupies and through the transmission of the leader. This type of power has nothing to do with the personality of a leader to whom he may lack any exceptional leadership. For example, when someone becomes CEO of the company, employees do not have to agree to choose from, but they will still respect the manager's decision on the basis of the established belief of the power of the CEO.
strength in organizational behavior may also apply to professional power that is based only on higherthe knowledge or skills of a person who holds a position. For example, if a computer company manager has been appointed in this position due to his extensive knowledge of computers, the power that MANGER has over other workers is derived from the perception of the superiority of the manager's skills. When it is clear that another individual in the organization has an excellent set of skills, the manager does not have to use such knowledge as the leverage for the command of the respect of the subordinates.