Ambitious employees and aspiring leaders often come to me with a crucial question: “How do I develop power?” and “Where does power come from?” These questions reflect a fundamental truth about leadership and influence — power is a multifaceted phenomenon, and understanding its sources is key to wielding it effectively.

Historical Roots: French and Raven’s Five Sources of Power

The foundational work on power sources was conducted by psychologists John R. P. French and Bertram Raven in the late 1950s. They identified five major sources of power that leaders and individuals use to influence others. These are:

1. Legitimate Power
2. Reward Power
3. Coercive Power
4. Expert Power
5. Referent Power

Over time, scholars have expanded this framework to include two additional sources, resulting in a total of seven distinct types of power. This extended model better captures the complexity of how influence operates in organizations and social groups today.

The Seven Types of Power Explained with Examples

1. Legitimate Power

Legitimate power is derived from a formal position or role within an organization. It is the authority granted by a position, such as a manager, CEO, or elected official.

• Example: A company’s CEO holds legitimate power because they are officially appointed to lead and make decisions.
• Comparison: Unlike expert power, legitimate power does not depend on personal skills but on the formal authority given.

2. Reward Power

Reward power is based on the ability to provide incentives or rewards to others for complying with requests or directives.

• Example: A manager can give bonuses, promotions, or praise to employees who meet or exceed expectations.
• Comparison: This type of power is more positive than coercive power, which uses punishment. It motivates through positive reinforcement.

3. Coercive Power

Coercive power is the ability to force someone to comply by threatening negative consequences or punishments.

• Example: A supervisor threatening to fire or demote an employee if they do not follow instructions.
• Comparison: Coercive power can be effective short-term but often damages relationships and reduces trust.

4. Expert Power

Expert power comes from possessing knowledge, skills, or expertise that others value.

• Example: An IT specialist whose deep technical knowledge is critical for solving complex problems.
• Comparison: Expert power is earned and can increase over time with experience and education, unlike legitimate power which is given.

5. Referent Power

Referent power is based on the personal characteristics and relationships a person has, leading others to identify with or admire them.

• Example: A charismatic leader who inspires loyalty and admiration among their team.
• Comparison: This is the power of influence through personal appeal rather than formal authority or expertise.

6. Informational Power

Informational power is the ability to control or access valuable information that others need.

• Example: A project manager who has exclusive access to critical data and insights about market trends.
• Comparison: Unlike expert power, informational power is about possession and control of information rather than general expertise.

7. Connection Power

Connection power stems from the network of relationships a person has, including influential contacts and alliances.

• Example: An employee who has strong relationships with senior executives or key stakeholders.
• Comparison: This type of power leverages social capital rather than formal authority or knowledge.

Comparing the Types of Power: Strengths and Weaknesses

Type of Power	Source	Strengths	Weaknesses	Best Used When	Example
Legitimate Power	Formal position or role	Clear authority, easy to recognize	Can be limited if not respected	Clear organizational hierarchy and structure	CEO, Manager
Reward Power	Ability to provide rewards	Motivates positively, encourages good behavior	Can create dependency, may lose value over time	To incentivize performance	Bonuses, promotions
Coercive Power	Ability to punish	Quick compliance	Damages morale and trust	Crisis situations requiring immediate compliance	Threat of demotion or termination
Expert Power	Specialized knowledge/skills	Respected, builds credibility	Needs continuous updating of skills	Complex problem-solving, innovation	IT specialist, Consultant
Referent Power	Personal traits and relationships	Builds loyalty, inspiration	Depends on personality, hard to quantify	Building team cohesion and morale	Charismatic leader, mentor
Informational Power	Control over valuable information	Influences decisions, empowers	Can create information hoarding	When timely, accurate information is critical	Data analyst, project manager
Connection Power	Network and relationships	Opens doors, leverages influence	Can be perceived as favoritism	Navigating politics and gaining support	Employee with strong internal/external contacts

Deeper Insights and Real-Life Applications

How Power Can Be Developed

• Legitimate Power: Usually comes with promotion or official recognition. You develop it by earning roles with responsibility.
• Reward Power: You build it by gaining control over resources or recognition programs.
• Coercive Power: Typically assigned but used sparingly, as it can cause resentment.
• Expert Power: Develop by acquiring deep knowledge and continuous learning.
• Referent Power: Cultivate by building authentic relationships and demonstrating integrity.
• Informational Power: Gain it by being well-informed and sharing valuable insights.
• Connection Power: Develop through networking and nurturing strategic relationships.

Practical Example: Two Managers

• Manager A uses legitimate power heavily, relying on their title to command action. They issue orders and expect compliance.
• Manager B leverages expert power and referent power, sharing knowledge and inspiring their team through personal charisma.

Outcome: Manager B’s team is more motivated and innovative, while Manager A may get results short-term but struggles with morale.

Why Understanding Power Matters

Power is not about manipulation or control alone; it is about influence, leadership, and the ability to get things done. By understanding the different types of power, you can:

• Identify which type you naturally possess.
• Develop new forms of power to increase your influence.
• Use power ethically and effectively to lead.
• Avoid over-reliance on negative types like coercion.
• Recognize the power others hold and respond accordingly.

Summary Table: The Seven Types of Power at a Glance

Power Type	Definition	Example	How to Develop It
Legitimate Power	Authority from position/role	CEO, Manager	Earn promotion, accept formal roles
Reward Power	Control over rewards/incentives	Bonuses, promotions	Manage recognition programs
Coercive Power	Ability to punish or enforce discipline	Threat of termination	Usually assigned, use with caution
Expert Power	Possession of valued knowledge or skills	IT specialist, consultant	Continuous learning, skill-building
Referent Power	Influence from personal traits and relationships	Charismatic leader, mentor	Build trust, authenticity, empathy
Informational Power	Control or access to valuable information	Project manager with critical data	Stay informed, share insights
Connection Power	Influence from relationships and networks	Employee with strong executive contacts	Network strategically, build alliances

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Final Thoughts

Power in the workplace and in leadership is not a one-dimensional concept. It is an evolving blend of authority, influence, knowledge, relationships, and personality. By understanding and cultivating the seven types of power, you can position yourself as a more effective leader, trusted colleague, and strategic influencer.

Whether you are seeking to climb the corporate ladder or simply enhance your ability to lead your team, mastering the sources of power is essential. Start by assessing your current strengths and then deliberately develop those areas that will help you become the leader you aspire to be.

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