expert power

The logical approach works very well when you have information or expert power.

The personal, physical or expert power of leaders is therefore more important than position power alone.

As a consequence of the expert power or knowledge, a leader is able to convince his subordinates to trust him.

One of the most influential types of power is called expert power.

Expert Power is attained by the manager due to his or her own talents such as skills, knowledge, abilities, or previous experience.

Knowledge and skills : information power and expert power count for a great deal in the workplace.

It is like expert power in that it can only be exercised if others recognise and accept it.

Perdikkas summoned, desperately, all his expert powers of dominance.

These organizations form hierarchical bureaucracies, where power derives from the personal position and rarely from an expert power.

Subordinates might respect the 'expert power' of the staff man, and show less willingness to accept the judgement of their line boss.

A study of Schizophrenics Anonymous found expert power to be more influential in measurements of perceived group helpfulness.

In 1965 Raven revised this model to include a sixth form by separating the informational power base as distinct from the expert power base.

Expert: when a gossiper seems to have very detailed knowledge of either the organization's values or about others in the work environment, their expert power becomes enhanced.

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.

'Expert power' is a prized resource these days, when a large percentage of the population appear to be earning their living as 'consultants'of one description or another.

These managers did not come across as having expert power, because they had had minimal training and appeared to be unorganised and therefore unprofessional in their conduct.

There are six bases of power: coercive power, reward power, legitimate power, expert power, referent power, and informational power.

Many staff jobs in an organisation (eg. computer systems analysts, organisation and methods analysts, accountants, lawyers or personnel department managers) rely on expert power to influence line management.

The manager who is given status by her sales team largely due to her expert power will have to adjust her role when she meets informally with a group of other managers from different departments.

The "critical bases of power" developed by French and Raven (1959) allocates the following types of power as the most successful; reward power, coercive power, legitimate power, referent power and expert power.

Shop stewards very occasionally may rely on power to 'bully' members on the shop floor; most shop stewards hope that members will accept their guidance as industrial relations 'experts'and therefore exert influence through expert power.

Expert Power: Expert power is based on what a person knows (e.g., you may do what a doctor tells you to do because they know more about medicine that you do).

If the expert is seen to be incompetent (eg. if an accountant does not seem to provide sensible information) or if his area of expertise is not widely acknowledged (which is often the case with personnel department staff) he will have little or no expert power.