What is a common outcome when coercive power is perceived in the workplace?

When coercive power is perceived in the workplace, one common outcome is the emergence of silence and a lack of opposition among employees. Coercive power refers to the ability of a leader to influence others through fear, punishment, or the threat of negative consequences. When employees perceive coercive power, they often feel a sense of intimidation or fear, leading them to withhold their opinions, ideas, or concerns.

This silence can stem from the belief that voicing dissent or disagreement might result in adverse repercussions, such as disciplinary actions or strained relationships with authority figures. The result is a work environment where employees may comply with directives but do not actively engage or contribute ideas, ultimately stifling innovation and collaboration. In such an environment, communication may become one-sided, controlled by those wielding coercive power, further entrenching the lack of open dialogue among employees.

In contrast, alternatives like increased motivation, feelings of respect, or enhanced communication typically emerge from democratic or transformational leadership styles, rather than coercive approaches found in high-pressure or fear-based environments.