Power and Influence in the Workplace: Which Types Do You Use?

Why is it that some leaders rely on disciplining or rewarding people to get things done - while others can achieve much better results by simply using their integrity?

A recent mindtools.com article summarises how the way a leader behaves towards their staff (and the results they achieve), depends heavily on the source of that leader’s power.

Importantly, this power need not always come from their official status or title.

The real sources of power and influence in the workplace were studied in detail by US social psychologists John French and Bertram Raven more than half a century ago.

Their research is valuable as it helps us better understand why some leaders influence us; how prepared we are to accept their power; and, if you are a leader, how to better develop new power bases to get the best from your people.

In 1959 French and Raven identified five bases of power: Legitimate; Reward; Expert; Referent and Coercive.

Six years later an extra power base was added: Informational.

In their research, French and Raven determined that anyone was capable of holding power and influencing others; and they didn't need an important job or a big office to do so.

Their research found that by recognising the different forms of power, a leader could focus on developing expert and referent power for him or herself - and also avoid being influenced by those who use less positive forms of power.

The beauty of this power is that by simply being aware of it - you can become a more influential and effective leader.

In brief, French and Raven’s six Positional Power Sources are:

1. Legitimate Power

A president, prime minister or monarch has legitimate power - and so do electoral mandates, social hierarchies, cultural norms and organisational structures. However, this type of power can be unpredictable or unstable as, should you lose your title or position; your legitimate power can instantly disappear.

2. Reward Power

People in power are often able to give out rewards - such as raises, promotions, training opportunities, or simple compliments. However, this power source is limited, as most managers can't control promotions by themselves; and even CEOs need permission to do things from their boards of directors.

3. Coercive Power

This source of power is problematic as it can be abused. It can also cause dissatisfaction or resentment among those it is applied to. Common coercive tools include threats and punishment. However, overuse of coercive power can cause people to resign, or lose morale.

4. Expert Power

Having expert power means people will listen to you, trust you, and respect what you say. As a subject matter expert, your ideas have value - and others will look to you for leadership in that area.

5. Referent Power

Referent power comes from one person liking and respecting another, and identifying with them in some way. A good example is a celebrity, who can influence everything from what people buy to which political party they vote for. Again, referent power can be abused quite easily.

6. Informational Power

Having control over information is a particularly potent form of power as you can (preferably) use the information to help others; or as a weapon or bargaining tool against them.

As a leader, identifying and using these Positional Power Sources will help you develop strategies to reduce other people’s illegitimate use of power over you; as well as making you more aware of the power you already have.