Sources of Power
Don’t fear using power. In leadership and organizational contexts, it’s essential for driving change and achieving goals.
To be powerful, understand the sources of power that are available to you, which sources you use most effectively, and which sources you should draw upon more regularly. Jon Simon Sager updated French/Raven’s classic frameworks to identify 10 bases of power. Here’s a summary of these sources and how they can be applied in the workplace.
1. Legitimate Power
Definition: Authority granted by position or title within an organization. Example: A department manager uses legitimate power to assign tasks and enforce compliance with company policies. This works best when directives are job-related and respect organizational boundaries.
2. Position Power
Definition: Influence derived from one’s role in the workflow or organizational structure, even if the person does not hold a high level of legitimate power. Example: A purchasing agent controls vendor access and purchasing rules, giving them leverage over internal departments and suppliers. Similarly, project coordinators often gain influence by being the hub of communication between teams.
3. Information Power
Definition: Control over access to and dissemination of information. The adage “knowledge is power” is true and we can openly share information or gate-keep it. Example: A team lead who filters and frames updates from senior management can influence how the team perceives organizational priorities. Transparency and strategic communication amplify this power.
4. Expert Power
Definition: Influence based on how others perceive our specialized knowledge or skills. Example: An IT specialist who understands cybersecurity protocols can shape organizational decisions on data protection. Leaders can build expert power by continuously learning and positioning themselves as subject matter experts.
5. Referent Power
Definition: Influence through identification, admiration, or association. Example: A senior leader who shares a common background with employees (e.g., same alma mater) can build rapport and trust, making it easier to gain buy-in for initiatives.
6. Connection Power
Definition: Power derived from networks and relationships (“it’s not what you know, it’s who you know”). Example: A manager who has strong ties with executives or external partners can secure resources or approvals faster. Networking internally and externally strengthens this base.
7. Charisma
Definition: Personal magnetism that inspires and attracts others. Example: A charismatic leader rallies the team during challenging times by projecting confidence and enthusiasm. While powerful, charisma should be paired with sound judgment to avoid blind followership.
8. Commitment to Purpose
Definition: Influence rooted in shared values and organizational mission. Example: Small-business owners, nonprofit, and healthcare leaders often inspire employees to work long hours for modest pay because they believe in the cause. Communicating a clear vision and aligning personal values with organizational goals enhances this power.
9. Coercive Power
Definition: The ability to enforce compliance through punishment or threats. Example: A manager warns that failure to meet compliance standards will result in disciplinary action. While sometimes necessary, coercion should be used sparingly and paired with positive reinforcement to avoid resentment.
10. Reward Power
Definition: Control over desirable resources or incentives. Example: Offering bonuses for meeting project deadlines or granting access to professional development opportunities motivates employees. Tailoring rewards to individual preferences increases effectiveness.