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In this paper we will discuss the case study of Thomas Green, we will discuss how Thomas made got to the position he is in and what power bases were used to try and influence him. We will further discuss how these power bases could have been used better to gain compliance from Thomas. The use of power in the case study is apparent through the actions of Thomas’ boss, Davis and the division Vice President McDonald.
Thomas Green holds the position of Senior Market Specialist with Dynamic Displays, a company that provides self-service options to many different organizations. Green was promoted to this position after six months of working for Dynamic Displays. Green was selected for promotion into this position by Shannon McDonald, the Travel Division Vice President. Green reports to the Marketing Director, Frank Davis, Davis has been with Dynamic Displays for 17 years. Davis was slightly upset by McDonald promoting Green into the Senior Market Specialist position, as he believed that he would be selecting the person to be promoted.
When McDonald promoted Green she informed him that she was apprehensive because of his lack of managerial experience and his new position was very different from his past sales positions. Less than a month into his new position Green attended the 2008 Budget Plan meeting presented by Davis. This was Green’s first time seeing the planning and forecasting process. In the meeting Davis presented a growth for Green’s region that he did not agree with and Green spoke up about his disagreement in the meeting. After that meeting Davis was upset that Green would challenge him openly and Davis shared that with McDonald.
In the five months as a Senior Market Specialist, Green has had two meetings with Davis to discuss his performance. In the first meeting Green was caught by surprise with Davis’s negative review on his performance. In this meeting Davis listed multiple places where Green’s behavior was falling short of his expectations. Davis laid out his expectations of Green; Davis expects Green to make focused calls, keep him informed of his schedule, provide requested information, and be more positive. After meeting with Davis, Green still did not follow through with Davis’ expectations, Green worked independently on his own special project and traveling to meet with his market specialists and clients. Davis expected Green to be prepared when meeting or calling clients, but Green failed to provide these documents to clients and his market specialists. Green also failed to be more positive; he stated to another employee “I know my mood is terrible. The excitement’s gone from work.”(Sasser & Beckham, 2008, p.5).
One of the reasons that likely resulted in resistance from Green was the influence tactic Davis used to try and get compliance after the meetings. Davis tried to use upward appeal, by involving McDonald in the situation. According to McShane & Von Glinow (2015) upward appeal is a hard influence tactic and is likely to result in resistance. This is because “hard tactics tend to undermine trust, which can hurt future relationships” (p.302).
Green had a second meeting with Davis three months later to discuss his continued shortcomings. After this meeting Green began to feel that Davis is simply trying to get rid of him and has been sending emails to McDonald to help build his case against him. In his second email to McDonald, Davis suggested that if Green did not meet his expectations within 30 days that they part ways with Green. After receiving the email McDonald sent an email to Green to attempt to get his point of view on the situation. This email upset Green because he felt that because McDonald had promoted him she would look out for him. When McDonald promoted Green into the position she told him that the group needed a fresh perspective and that was what Green had been trying to provide. Green took her email as her taking sides with Davis, although she was simply trying to get both sides of the situation as she was aware that Davis had been upset about not getting the chance to select the person to be promoted.
In his short time with Dynamic Displays, Thomas Green has experienced different bases of power being used. Davis mainly used one base of power, legitimate power, but he attempted to utilize a second base of power with Green and that is expert power. Orta (2015) explains expert power as “the target person complies because he or she believes that the agent has special knowledge about the best way to do something”. Davis attempted to utilize expert power with Green after the 2008 Budget Plan meeting when he stopped him in the hall and told him about big opportunities in the market. This was Davis’ attempt to show Green that he had knowledge of his position and how to meet the expectations. After expert power failed Davis utilized legitimate power to try and get compliance from Green. Northouse (2016) defines legitimate power as “Associated with having status or formal job authority”(p.10). Davis is the director placing him above Green on the organizational chart and giving him legitimate power over Green. Much like Davis, McDonald utilized more than one base of power, referent and position.
Fairholm (2009) states referent power is “based on desires other have to identify favorably with us or with what we symbolize to them. When Green and McDonald met they had a connection because they had much in common. After promoting Green she told him she was taking a chance on him and not to let her down. Green wanted to live up so much to her expectations that he did not pay attention to other aspects of his position. Position power is legitimate power, McDonald used position power when she promoted Green without conferring with Davis or allowing Davis to have a say.
The power bases that were used in Green’s experience are only three of the five power bases from French and Raven’s study of social power. The five bases of power are; reward power, coercive power, legitimate power, expert power and referent power. “Two types of power most likely to produce compliance are reward power and legitimate power or position power” (Green, 1999, p.55). Davis and McDonald used position power at some point; Davis attempted to use position power to gain compliance from Green after the two meetings with him and till faced resistance from Green. This could have been used better by Davis, “A polite request is better than an arrogant demand” (Green, 1999, p.55). Davis made demands on what Green was to do but he could have spent more time making a polite request and explaining the need for the information he was demanding. Out of the power bases that were used in Green’s experience only one was abused. McDonald abused he position power to promote Green, if this was something that was out of the normal, she utilized her position to place a friend in a management position when he did not have the standard experience.
Thomas has been placed in a position where he feels that he might lose his new job. Thomas did not help his own situation by ignoring his boss but is not the only person to blame. Davis and McDonald could have used their power to help better Thomas and failed to do so. McDonald abused her power as the Vice President which placed Thomas in a position to have to deal with Davis, who had been upset over Thomas’ promotion. Had Davis used a softer influence tactic he would have likely gained compliance from Thomas.

References:
Fairholm, G. W. (2009). Organizational power politics: Tactics in organizational leadership. (2nd ed). Santa Barbara, CA: Praeger.
Green, R. D. (1999). Leadership as a function of power. Journal of the Association of Proposal Management Professionals, 54-56
Northouse, P. G. (2016). Leadership: theory and practice. (7th ed). Thousand oaks, CA: Sage publications.
McShane, S. L. & Von Glinow, M. A. (2015). Organizational behavior. (7th ed.). New York, NY: McGraw-Hill Education.
Orta, S. I. (2015). Dynamics of Power in the Workplace. Journal Of Alternative Perspectives In The Social Sciences, 6(3), 333-342.
Sasser, W. E. & Beckham, H. (2008). Thomas green: Power, office politics, and a career in crisis. . Brighton, MA: Harvard Business Publishing

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