Dominant Power Characteristics
Lindsey Moore
MGT/311
February 23, 2014
Ileene Chernoff

Dominant Power Characteristics
Kristen Moh is the general manager of the Holiday Inn. Kristen has been working in the hotel industry for approximately 15 years. He started his hospitality career as a bus boy in the hotel’s restaurant, The Fairway. After advancing to many positions like the restaurant supervisor, catering supervisor, catering manager, he obtained the general manager position after many years as the front office manager. In the summer of 2013, Kristen hired me to fill a vacant position as the front office manager.
The front office manager position is a job I had previously held, but had vacated to work for another hotel. After another job change, I begin working at the hotel as a guest service representative in 2012 during my summer breaks from the elementary school where I was a teacher’s aide. Shortly after my first few months under the management of Kristen, she began recruiting me to fill the vacant position. She numerously stated that he sees positional in my skills to work with the public and peers and that I would be an asset to the Holiday Inn. I eventually gave in and accepted his offers to fill the vacant front office manager position.
Bases of Power
Contrast and Similar Characteristics
Legitimate Power
Kristen and I have similar management characteristics with minor differences. We are both managers therefore; we have legitimate power over our employees. Legitimate power is “the formal authority to control and use organizational resources based on structural position in the organization” (Robbins & Judge, p. 425, 2011).

Coercive Power
Kristen and I have coercive power. Kristen's coercive power stems from her vast knowledge of the hotel industry. She has many years of experience. She has attended various industry trainings and