Coercive Power

DEFINITION: “A form of influence through which the employee obeys, but only because of the presence of threats” (Satterlee, 2009, p. 111).

SUMMARY: The article I chose was “The intersection of power, trust and supplier network size: implications for supplier performance,” by Bryan Ashenbaum and Regis Terpend (2012). The article examines the intersecting effects of power, trust and supplier network size on the five dimensions of supplier performance. The five dimensions are delivery, quality, cost, innovation and flexibility. In assessing the statistics, the article claims that coercive power shows a negative relationship with supplier quality and innovation. It also states that referent power shows a positive relationship with all dimensions of supplier performance, and legitimate power shows a positive relationship with supplier delivery, cost and flexibility. The supplier’s trust in the buyer also shows a positive relationship to all of the supplier performance dimensions. While exhibiting no main effects, supplier network size moderates these power-performance relationships. The study essentially says that selecting the right number of suppliers may have a considerable effect on the relationship between power, trust and performance in buyer-supplier relationships.

DISCUSSION: As stated before, Coercive Power is “A form of influence through which the employee obeys, but only because of the presence of threats” (Satterlee, 2009, p. 111). Essentially, a boss could use his or her power to pressure employees to do their work. A boss may force an employee to perform by threatening to use that power against them. A boss could bring up threats such as the possibility of firing the employees or even docking them pay. The article I chose, “The intersection of power, trust and supplier network size: implications for supplier performance,” by Bryan Ashenbaum and Regis Terpend (2012), evaluates the statistics involved when bosses utilize the different types of power. The article states “The use of coercive power–essentially the making of threats–showed a significant connection to poorer quality and innovation performance in the whole-sample model” (Ashenbaum and Terpend, 2012). These statistics reflect that using coercion to influence employees only affects employees negatively. Furthermore, it states “It is possible that when the buyer–supplier relationship dynamic is characterized by coercion, the supplier is disinterested in sharing new innovations or in providing new ideas” (Ashenbaum and Terpend, 2012).

The use of coercion is mentioned several times in the Bible. Ezekiel 34:21 (English Standard Version) states “Because you push with side and shoulder, and thrust at all the weak with your horns, till you have scattered them abroad.” In this instance, the word “push” is synonymous with coercion. This verse tells us that the use of coercion will clearly not bring your employees closer, but instead tear them apart. A perfect example of coercive power at use in the Bible is found in Daniel 3. In this passage, Nebuchadnezzar demanded everyone in his kingdom to worship the golden statue of himself. He declared that whoever did not bow down to his statue would be thrown into the fiery furnace. This is a definite portrayal of coercion. Nebuchadnezzar brought his subjects the threat of sure death if they did not do as he demanded.

From these points, I believe it is clear that the use of coercive power is not an effective way to lead. A boss who coerces his employees to work does not convince his employees to work efficiently, and also distances himself from his employees. This is affirmed not only in the scholarly articles, but also in the most important source of all, the Bible.

REFERENCES

Ashenbaum, B., & Terpend, R. (2012, July). The intersection of power, trust and supplier network size: implications for supplier performance. Journal of Supply Chain Management, 48(3), 52+. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA302115384&v=2.1&u=vic_liberty&it=r&p=ITOF&sw=w

Satterlee, A. (2009). Organizational Management and Leadership: A Christian Perspective. Roanoke: Synergistics Inc.