Forms of Power In A Nutshell

When most people are asked to define power, they think about the power a leader possesses as a function of their responsibility for subordinates. Others may think that power comes from the title or position this individual holds.

Type	Description	Example
Legitimate Power	Power derived from a formal position or title of authority.	– CEO’s authority in an organization – Department heads’ leadership within departments
Reward Power	Power associated with the ability to offer rewards or incentives for desired actions.	– Sales managers offering bonuses for exceeding sales targets – HR managers recognizing outstanding employees with awards
Expert Power	Power based on possessing specialized knowledge, skills, or expertise in a particular field.	– Senior surgeons’ influence in healthcare due to their extensive experience – Chief Technology Officer (CTO) guiding tech innovations
Referent Power	Power stemming from admiration, respect, and strong relationships with others.	– Celebrity endorsements influencing consumer decisions – Charismatic leaders earning the loyalty and trust of their teams
Coercive Power	Power involving the use of threats or punishment to force compliance or specific actions.	– Project managers enforcing project deadlines through ultimatums – Disciplinary actions taken by supervisors
Informational Power	Power derived from controlling valuable information that others need.	– Temporary power held by data security personnel controlling encryption keys – Project managers with crucial project information

Table of Contents

Understanding forms of power

Various forms of power describe how one person may exert power over another in both personal and professional contexts.

While these definitions are certainly valid in some instances, they remain a superficial way to define power which, in truth, is far more nuanced.

In a landmark 1959 study by social psychologists John R. P. French and Bertram Raven, the pair advocated that power could be separated into five separate and distinct forms. A sixth form was later added in 1965.

French and Raven equated power with social influence, describing it as “a change in the belief, attitude, or behavior of a person (the target of influence) which results from the action of another person (an influencing agent)”.

Since the 1950s, studies into social communication and power have resulted in the development of various theories.

One of these is that leadership and power are closely linked and that the various forms of power affect one’s leadership and success in the workplace.

The six forms of power

According to French and Raven, the six forms of power include:

Legitimate

This is power derived from elected, selected, or appointed positions of authority.

Those with legitimate power maintain authority for as long as they remain in the position.

Since this type of power is recognized by subordinates, it is effective in hierarchical organizations and also in the military.

Reward

Where rewards such as raises, benefits, promotions, or praise are offered in exchange for performing a task or achieving a result.

Reward power can be effective but does not necessarily guarantee subordinates’ sustained support or commitment.

Expert

Those with expert power possess detailed knowledge or expertise in a particular field.

They tend to attract people who want to benefit from their knowledge and their expertise engenders credibility and trust.

Referent

This tends to be associated with power enjoyed by celebrities and other public figures who have large followings.

These individuals can exert a sustained influence over others – sometimes even after death.

In the workplace, referent power is one of the most valuable because it is built on relationships characterized by admiration and respect.

Coercive

Where threats are made to make someone take a desired course of action.

In the workplace, coercive threats are often rooted in fear and include the prospect of demotion, transfer, or termination.

Informational

A short-term form of power derived from controlling information others need to achieve something.

Project managers who possess the specific details of a project hold power momentarily, but this is relinquished once they share the details with the team.

For this reason, informational power does not build credibility or influence.

Implications for the six forms of power

Each of the six forms of power has distinct advantages and disadvantages.

Therefore, in the workplace, it is important for leaders to be aware of these and how they can impact culture and employee motivation.

Leaders can also use French and Raven’s work to identify a form they subconsciously default to which is not in their best interests.

It is also worth noting that power must be exerted wisely, with a recent Gallup study finding that managers have more influence over employee well-being and burnout than the number of working hours.

Examples

Legitimate Power in Business: The CEO of a large corporation holds a position of legitimate power, and subordinates follow the CEO’s decisions, maintaining hierarchy and aligning organizational goals.
Reward Power in Sales and Marketing: A sales manager motivates the sales team by offering cash bonuses, paid vacations, and incentives for achieving and surpassing sales targets.
Expert Power in Healthcare: A senior surgeon possesses expert power due to extensive experience and knowledge in their specialty, earning the trust and respect of other medical professionals.
Referent Power in Celebrity Endorsements: A famous celebrity endorses a brand, leveraging their massive fan following and positive reputation to influence consumer purchasing decisions.
Coercive Power in Project Management: A project manager uses coercive power to address a team member’s consistent missed deadlines by issuing ultimatums and threats of removal from the project.
Informational Power in Data Security: An employee in a cybersecurity firm temporarily holds informational power by controlling encryption keys for accessing sensitive client data, ensuring data security.

Key takeaways:

Various forms of power describe how one person may exert power over another in both personal and professional contexts.
According to a landmark study by French and Raven in 1959, there are six forms of power: legitimate, reward, expert, referent, coercive, and informational.
Each of the six forms of power has distinct advantages and disadvantages and may be useful in different workplace situations. Managers need to be aware of how they exert power over others because some forms have potential downsides.

Key Highlights:

Introduction to Forms of Power:
- Power is often associated with leadership and authority, but it comes in various forms and has nuanced meanings.
- Social psychologists John R. P. French and Bertram Raven identified six distinct forms of power in a 1959 study.
- Power is essentially seen as a change in belief, attitude, or behavior resulting from the action of an influencing agent.
The Six Forms of Power:
- Legitimate Power: Derived from elected, selected, or appointed positions of authority. Effective in hierarchical organizations and the military.
- Reward Power: Involves offering rewards like raises, promotions, or praise for task completion. It may not guarantee sustained support.
- Expert Power: Based on possessing detailed knowledge or expertise in a specific field. Attracts trust and credibility.
- Referent Power: Associated with influential public figures or celebrities with large followings. Built on admiration and respect.
- Coercive Power: Involves making threats to force a desired action. Rooted in fear, often used in workplaces for control.
- Informational Power: Derived from controlling necessary information temporarily. Loses influence once information is shared.
Implications of the Six Forms of Power:
- Each form of power has its own advantages and disadvantages.
- Leaders must understand how different forms of power impact workplace culture and employee motivation.
- Recognizing their default power approach can help leaders use power more effectively.
- Wise use of power is crucial, as managers can influence employee well-being and burnout more than just working hours.

Related Frameworks, Models, or Concepts	Description	When to Apply
French and Raven’s Five Bases of Power	– French and Raven’s Five Bases of Power model identifies five primary sources of power in interpersonal relationships and organizational dynamics. These bases of power include legitimate power, reward power, coercive power, referent power, and expert power. – It helps analyze power dynamics, influence strategies, and leadership effectiveness in various contexts, providing insights into how power is wielded and perceived within organizations and social relationships.	– Leadership development programs, organizational change efforts, conflict resolution processes.
French and Raven’s Six Bases of Social Power	– French and Raven’s Six Bases of Social Power model expands upon the original five bases of power by adding informational power as a distinct form of influence. – In addition to legitimate, reward, coercive, referent, and expert power, informational power arises from possessing valuable information or knowledge that others seek or depend on. – This model highlights the multifaceted nature of power in social interactions and organizational contexts, emphasizing the importance of information and knowledge as sources of influence.	– Knowledge sharing initiatives, decision-making processes, innovation projects.
Machiavellianism	– Machiavellianism is a personality trait characterized by manipulative behavior, strategic thinking, and a willingness to prioritize self-interest and power over ethical considerations or moral principles. – It is based on the political philosophy of Niccolò Machiavelli, who advocated for pragmatic and ruthless tactics to acquire and maintain power. – Machiavellian individuals are often adept at persuasion, deception, and influence tactics to achieve their goals and outmaneuver opponents. – Machiavellianism influences leadership styles, organizational politics, and interpersonal relationships, shaping how individuals navigate power dynamics and pursue their objectives in competitive environments.	– Leadership strategies, negotiation tactics, organizational politics.
Social Exchange Theory	– Social Exchange Theory posits that human relationships are based on the exchange of resources, benefits, and costs, where individuals seek to maximize rewards and minimize costs to maintain or improve their social well-being. – It views power as a resource that individuals possess and use to negotiate and influence their relationships and interactions with others. – Social Exchange Theory explains power dynamics, reciprocity, and interdependence in interpersonal relationships, highlighting how exchanges of resources and benefits shape social interactions and power structures. – This theory informs research on social relationships, organizational behavior, and economic transactions, providing insights into the motivations and dynamics underlying social exchanges and power struggles.	– Understanding interpersonal relationships, workplace dynamics, economic transactions.
Social Identity Theory	– Social Identity Theory proposes that individuals define their self-concept based on membership in social groups and categories. – It explains how group membership influences perceptions, attitudes, and behaviors, including the acquisition and exercise of power. – Social Identity Theory suggests that individuals derive a sense of identity, belonging, and esteem from their group memberships, leading to in-group favoritism and out-group discrimination. – This theory informs understanding of power dynamics, leadership, and intergroup relations by examining how social identities shape perceptions of power, authority, and status within and between groups.	– Diversity and inclusion initiatives, team dynamics, intergroup conflict resolution.
Trait Theory of Leadership	– Trait Theory of Leadership posits that certain innate qualities or characteristics distinguish effective leaders from non-leaders. – It identifies key leadership traits, such as intelligence, confidence, decisiveness, and integrity, that contribute to leadership effectiveness. – Trait Theory suggests that individuals with specific traits are more likely to emerge as leaders and exert influence over others in group settings. – This theory informs leadership development, selection, and assessment by identifying and cultivating the traits associated with effective leadership.	– Leadership development programs, talent management processes, succession planning.
Social Learning Theory	– Social Learning Theory emphasizes the role of observation, imitation, and modeling in learning and behavior change. – It suggests that individuals acquire new behaviors, attitudes, and skills by observing others and the consequences of their actions. – Social Learning Theory highlights the importance of social reinforcement, role models, and vicarious learning experiences in shaping behavior and decision-making. – This theory informs leadership development, organizational culture, and training programs by recognizing the influence of social context and role modeling on leadership behavior and effectiveness.	– Leadership training programs, organizational culture interventions, behavior change initiatives.
Transactional Leadership	– Transactional Leadership is a leadership style based on the exchange of rewards and punishments for performance. – It emphasizes clarifying roles, setting goals, and establishing clear expectations for followers. – Transactional leaders use contingent rewards to motivate and incentivize followers, while also applying corrective measures for non-compliance. – This leadership style focuses on task completion, performance management, and maintaining order within organizations.	– Performance management systems, team supervision, organizational restructuring efforts.
Transformational Leadership	– Transformational Leadership is a leadership approach focused on inspiring and empowering followers to achieve higher levels of performance and growth. – It involves articulating a compelling vision, fostering trust, and providing support and encouragement to followers. – Transformational leaders lead by example, inspire innovation, and promote organizational change and development. – This leadership style emphasizes emotional intelligence, visioning, and empowerment to create a shared sense of purpose and commitment among followers.	– Change management initiatives, organizational restructuring, culture transformation efforts.
Servant Leadership	– Servant Leadership is a leadership philosophy that emphasizes serving others’ needs, interests, and development as the primary focus of leadership. – It involves empathy, humility, and a commitment to serving the greater good rather than pursuing personal power or status. – Servant leaders prioritize the well-being and growth of their followers, fostering trust, collaboration, and ethical behavior within organizations. – This leadership approach empowers followers, promotes servant-heartedness, and creates a culture of caring and service-oriented leadership.	– Team building activities, organizational culture initiatives, ethical leadership development.