Conflict Management Case Study
What forms of interpersonal power are evident in the case and why? All five forms of interpersonal power appear in various parts of the case study. Coercive power is represented in the case study when John Lasseter began working for the Disney animation studio and came to realize that the powers that be expected nothing but coercion from their employees. People were expected to comply with the way things have always been done. New ideas were neither encouraged nor supported. In addition, top managers sought no input from employees, choosing to make all decisions themselves. When Lasseter started working for Pixar, he experienced reward power. The work he completed for them was heralded and recognized by executives for his innovation. His attitude revealed that he places less importance on monetary reward and more significance on the intrinsic reward of doing a good job. Legitimate power is exemplified when Disney and Pixar merged, and as the standing top creative executive at Pixar Lasseter took on the responsibility for reviving animation at Disney. His role as the creative director gave him the legitimate power to make decisions regarding a wide range of topics in his department. With the title of creative director, he had the formal right to make demands and expect compliance from others in the department. Only after Lasseter’s move to Pixar did he experience referent power. This came after he gained executives’ and coworkers’ admiration for his animation work. The advances he brought to the company also earned the respect and admiration of many, resulting in an increase in referent power. In his previous position at Disney, Lasseter had no referent power. Similar to the case of the referent power, Lasseter gained expert power with his work at Pixar. The knowledge, innovation, and skill that Lasseter brought with him to Pixar instantly earned him this expert power. He was viewed as a key player in achieving innovation because of his expertise in the area
References: Changing Minds. (2013). French and Raven’s forms of power. Retrieved from http://changingminds.org/explanations/power/french_and_raven.htm Clements, C. & Washbush, J. (2014). The two faces of leadership. Techsis Investors. Retrieved from http://www.healthcarequities.com/pages/managment/2facesleader.html