Which of the following statements is true of coercive power of leaders?
a. It refers to the power that stems from the authority to bestow rewards on other people.
b. It is the negative side of legitimate and reward power.
c. It refers to authority resulting from a leader’s special knowledge or skill.
d. It depends on a leader’s personal characteristics rather than on a formal title.
The correct answer and explanation is :
Correct Answer:
b. It is the negative side of legitimate and reward power.
Explanation:
Coercive power is a type of leadership power that stems from the ability of a leader to impose penalties, punishments, or negative consequences on followers to enforce compliance. This form of power is considered the negative counterpart of legitimate and reward power because, instead of motivating through positive reinforcement or authority, it relies on fear and control.
Legitimate power comes from a leader’s formal position within an organization, granting them the authority to direct others. Similarly, reward power involves the ability to offer incentives such as promotions, raises, or benefits to encourage compliance. Coercive power, however, focuses on using threats, punishments, or disciplinary actions to ensure obedience.
Leaders who rely excessively on coercive power may create a hostile work environment, reducing employee morale, job satisfaction, and overall productivity. Fear-based leadership can lead to high employee turnover and resistance rather than commitment and engagement. While coercive power may be effective in short-term crisis management, it is generally not a sustainable or effective long-term leadership strategy.
In contrast, other leadership powers—such as expert power (based on knowledge and skills) and referent power (based on personal influence and charisma)—tend to be more effective in fostering loyalty and trust among employees. A well-balanced leader understands when to use legitimate, reward, and expert power rather than relying on coercion.
Ultimately, coercive power should be used sparingly and ethically, ensuring that it does not create a toxic work culture but instead maintains necessary discipline and structure.
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