3 BECOME AN EXCEPTIONAL LEADER: BASES OF POWER

(EXTRACTION FROM LEADERSHIP SKILLS at http://www.mindtools.com)

 

UNDERSTANDING WHERE POWER COMES FROM IN THE WORKPLACE

Leadership and power are closely linked.  Leaders have power for different reasons.  Some are powerful because they alone have the ability to give you a bonus or a raise.  Others are powerful because they can fire you, or assign you tasks you don't like.  Yet, while leaders of this type have formal, official power, their teams are unlikely to be enthusiastic about their approach to leadership.

FIVE BASES OF POWER SOCIAL PSYCHOLOGISTS JOHN FRENCH AND BERTRAM RAVEN (1959)
Positional Power Sources
Legitimate	This comes from the belief that a person has the right to make demands, and expect compliance and obedience from others. This type of power, however, can be unpredictable and unstable. If you lose the title or position, legitimate power can instantly disappear
Reward	This results from one person's ability to compensate another for compliance. Even then, if rewards are given frequently, people can become satiated by the reward, such that it loses its effectiveness.
Coercive	This comes from the belief that a person can punish others for noncompliance. Threats and punishment are common tools of coercion. Implying or threatening that someone will be fired, demoted, denied privileges, or given undesirable assignments – these are examples of using coercive power.
Personal Power Sources
Expert	This is based on a person's superior skill and knowledge. When you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment, and generally outperform others, people will probably listen to you. When you demonstrate expertise, people tend to trust you and respect what you say.
Referent	This is the result of a person's perceived attractiveness, worthiness, and right to respect from others. This is sometimes thought of as charisma, charm, admiration, or appeal. Referent power comes from one person liking and respecting another, and strongly identifying with that person in some way.

The most effective leaders use mainly referent and expert power.