Definitive Guide to Latent Stakeholders (Plus Examples)

Latent stakeholders are a category that possesses only one of the three attributes (power, legitimacy, and urgency), and managers often choose to ignore them. Latent stakeholders that possess only power are called dormant. But having power does not always mean using it.

Types of Stakeholders and Roles in ProjectManagement

What is a latent stakeholder?

A person who has an interest in a company but only possesses one of the crucial three stakeholder attributes—power, urgency, or legitimacy—is considered a latent stakeholder. Latent stakeholders are given the least importance in the salience model, so other stakeholders’ requests are given priority. Latent stakeholders frequently only have a passive interest in the company and infrequently make demands. If you can quickly fulfill their request, if they raise an ethical issue for you to consider, or if you want to maintain a good relationship with them, you might decide to meet their expectations.

What is the salience model of stakeholder management?

A technique for evaluating and classifying stakeholders according to their significance is the salience model of stakeholder management. The word “salience” is used to refer to prominence or other qualities that merit attention. Businesses can use this model to better understand the impact of each stakeholder. When making decisions, it can also assist businesses in prioritizing the needs of stakeholders. The salience model considers these three attributes in stakeholders:

These elements taken together can establish a stakeholder’s importance and the impact they have on a project’s success or failure. Each stakeholder’s ranking of importance may change because these three factors are subject to change over time.

Types of latent stakeholders

Consider these three major types of latent stakeholders, including examples:

Discretionary stakeholders

Stakeholders who exercise discretion are those who have a high degree of legitimacy but little influence or urgency. On the basis of shared values, businesses typically decide to meet discretionary stakeholder expectations. Discretionary stakeholders might gain from a company’s commitment to enhancing their community or advancing a cause, even though they have no direct control over how a project or product will turn out. For instance, the nonprofit organizing the clean-up day is the discretionary stakeholder if you and your coworkers volunteer to clean up a nearby river once a month.

Dormant stakeholders

Stakeholders who lack urgency and legitimacy and only have power are said to be dormant stakeholders. They’re sometimes regarded as the most powerful latent stakeholders because, if their concerns intensify, they can use their influence to affect business operations. Businesses frequently pay attention to inactive stakeholders because, despite the fact that they aren’t actively involved in daily operations, they could still have an impact on outcomes if they develop some sort of authority or sense of urgency. Examples of dormant stakeholders include senior members of your management team, former employees, or individuals with insider knowledge of your business.

Demanding stakeholders

Demanding stakeholders are those with a strong desire to influence the company’s operations but who lack authority and power. Although these stakeholders are unrelated to the project, they may be close to it and feel its effects. They frequently voice their concerns, and while they can be annoying, they are usually not a liability for businesses. For instance, if a passerby asks your team how long it will take to finish filming a product launch video in your neighborhood park, providing a succinct answer may satisfy them and allow your team to concentrate on their task.

Other types of stakeholders in the salience model

Consider these other types of stakeholders in the salience model:

Expectant stakeholders

Expectant stakeholders possess a combination of two major stakeholder attributes. They typically have a agenda they are promoting and are more involved in the project than latent stakeholders. This could be something straightforward, such as a core principle they want the business to uphold or a set of specific instructions they want the team to adhere to. Expectant stakeholders are usually categorized into three primary subgroups:

Dominant stakeholders have both power and legitimacy. Their input can be vital, and theyre sometimes trusted advisers. An accountant or lawyer who reviews your contracts, documents, and transactions may be considered a dominant stakeholder because they help you conduct business in an ethical and legal manner.

Dependent stakeholders concerns are legitimate and urgent. You can choose your level of involvement because they lack power, which makes them dependent. For instance, if your business plans to demolish an old building and replace it with a new one, you might run into dependent stakeholders who are a group of protesters who demand that you change your plans for historic protection. You can take into account their requests and assess whether to alter your construction schedule.

Dangerous stakeholders are those who have a strong but illegitimate interest in the project. By threatening to use physical force or ensure the security of crucial company assets to advance an illegitimate or disorderly agenda, they can pose risks to the business and other stakeholders. Examples of dangerous stakeholders include intruders and hackers. It’s helpful to be aware of potentially dangerous stakeholders but to repress the urge to interact with them in order to reduce risk and safeguard your team. In order to protect your team from risky stakeholders, it’s also critical to establish safety protocols and secure internal data.

Definitive stakeholders

True stakeholders possess all three of the necessary qualities: power, urgency, and legitimacy. They have the power to affect a project’s or company’s outcome, and are typically regarded as the most important stakeholders. A process is typically monitored by definitive stakeholders, who also make specific requests and provide constructive criticism. Keeping in touch with these stakeholders, implementing their suggestions, and meeting their expectations ought to be a top priority. Due to their extensive involvement in the project’s development, your project managers and clients are unquestionably stakeholders. They provide specific expectations as well, and the success of the project depends on their approval.

Can stakeholders transition from latent to expectant or definitive stakeholder?

Latent stakeholders may at any time become expectant or definitive stakeholders because they may acquire an asset they previously lacked. A community organization that promotes environmental regulations, for instance, might be a discretionary stakeholder until a congressman or woman endorses them. Their movement becomes more powerful with the support of a political figure. This elevation of their stakeholder status to that of a dominant expectant stakeholder may serve as additional incentive for you to use green technology in your project.


Who are dormant stakeholders?

1. Although dormant stakeholders have the ability to influence the organization, they lack the authority or urgency to do so, so their influence goes unutilized. 2. Discretionary stakeholders are legitimate, but they don’t have the strength or a strong enough claim to sway the organization.

What are the 4 stakeholder categories?

The level of visibility, voice, and significance of stakeholders to a project is known as stakeholder salience. It is an important aspect of stakeholder management. Highly vocal stakeholders frequently attempt to define requirements and make decisions outside of their scope and authority.

What is a legitimate stakeholder?

Users, providers, influencers, and governance (UPIG) is an acronym that makes it simple to remember these four categories of stakeholders.

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