Organizational behavior describes five forms of power that individuals in a group can exercise over each other. These power bases can be divided into two categories: formal and personal (Robbins and Judge, 2007, p. 471). Formal power is conferred by a person's rank in an organization's hierarchy and includes legitimate, coercive, and reward powers. Legitimate power is the broadest of formal powers and “represents formal authority to control and use organizational resources” and involves buy-in from those in subordinate positions (Robbins & Judge, 2007, p. 472) . The powers of coercion and reward each aim to obtain obedience from another individual, although they use opposite means. Coercive power is based on fear and includes the threat of taking away or withholding something of value from another person in the organization, while reward power seeks compliance by offering something of value in exchange for it. adherence to a policy or objective (Robbins and Judge, 2007). , p. 471). Personal power does not require the formal authority of the organization and is instead earned through an individual's differentiating traits (Robbins and Judge, 2007, p. 472). Personal power is recognized in the forms of expert power and reference power. Expert power is acquired by those who possess specialized skills or knowledge, such as lawyers, doctors, and various other specialists on whom people depend (Robbins and Judge, 2007, p. 472). Referent power is maintained by people who are respected, admired or envied by others. Individuals with referent power are able to “exert influence over others because of their charismatic drive, likeability, and emotional effects” on others (Robbins & Judge, 2007, p. 472) . These five bases of power are laid out in t.... .... middle of paper ......tion when it comes to filing financial statements, employee 2 therefore retains significant power over the manager in this regard. Finally, the relationship between employee 3 and the sales department shows less obvious signs of dependence and power held by one party. Employee 3 does not have the unique experience or professional qualifications of Employees 1 or 2, but he does possess traits that others in the sales department admire. By selling a proposal to the sales department, employee 3 is able to develop professionally, and the sales department hopes to increase its sales by implementing employee 3's plan. In this case, both parties have a degree similar in dependence on each other and both use their powers for the betterment of all involved. References: Robbins, Stephen and Judge, Tim. (2007). Organizational behavior. Apprentice room