The 5 Types of Power

Summary

In this lesson, we explore the five types of power identified by social psychologists John RP French and Bertram Raven in 1959: coercive, reward, legitimate, expert, and referent power. These power bases are essential tools for leaders to influence and motivate others. Coercive power relies on punishment, while reward power leverages incentives like bonuses. Legitimate power comes from one's position in an organization, expert power is built on specialized knowledge, and referent power is derived from being respected and trusted. By understanding when and how to use each type of power, leaders can enhance their effectiveness and improve organizational dynamics.

Takeaways

• 😀 Power is not only derived from formal authority but also from different sources, as identified by social psychologists French and Raven in 1959.
• 😀 There are five types of power: coercive, reward, legitimate, expert, and referent power, each with distinct sources and uses.
• 😀 Coercive power is based on the ability to punish others for non-compliance, but it can create resentment and is best used in crisis situations or when high surveillance is possible.
• 😀 Reward power comes from the ability to offer rewards like bonuses or time off, but it requires the ability to deliver those rewards consistently.
• 😀 Legitimate power is based on a person's formal position within an organization and their recognized right to issue commands, but its effectiveness depends on clear organizational structure.
• 😀 Expert power comes from specialized knowledge or experience, and the perception of expertise can often be more influential than actual expertise.
• 😀 Referent power is based on being respected and trusted, often gained over time by modeling the behavior you want to see in others.
• 😀 Formal power (coercive, reward, and legitimate) comes from one's position within an organization, while personal power (expert and referent) comes from relationships with followers.
• 😀 Coercive power should be used sparingly as it can result in resentment and negative impacts on employee morale.
• 😀 Using power effectively requires balancing short-term and long-term goals, as coercive power may solve immediate problems but harm relationships over time.
• 😀 To strengthen referent power, leaders should build strong relationships with their team and maintain low employee turnover, as it takes time to gain trust and respect.

Q & A

What are the five types of power identified by French and Raven in 1959?

The five types of power identified by French and Raven are coercive power, reward power, legitimate power, expert power, and referent power.

How is coercive power used in leadership?

Coercive power is used when a leader threatens punishment for non-compliance, such as firing or demotion. It is most effective in crisis situations but can lead to resentment if overused.

What distinguishes reward power from coercive power?

Reward power is based on the ability to offer positive rewards, such as bonuses or praise, to motivate others. In contrast, coercive power relies on the threat of punishment for non-compliance.

What role does legitimate power play in organizational leadership?

Legitimate power is based on one's formal position or role within an organization. Leaders use this power to issue directives because subordinates believe they have the right to do so due to their position.

Can legitimate power be limited in certain situations?

Yes, legitimate power can be limited if the organizational structure is unclear or if the power holder's authority does not extend to certain areas (e.g., a former president cannot issue military orders).

How is expert power developed and maintained?

Expert power comes from specialized knowledge or skills, which may be gained through experience, qualifications, or reputation. To maintain expert power, leaders must continue to update their knowledge and adapt to changes in their field.

What is referent power, and how is it built?

Referent power is based on personal qualities like respect, admiration, and the ability to serve as a role model. It is built over time through consistent behavior, trust, and positive relationships.

How should leaders balance short-term and long-term goals when using different types of power?

Leaders should balance short-term goals, which may require coercive power, with long-term goals that benefit from referent or expert power. Over-reliance on coercive power may lead to resentment and turnover, while personal power builds trust and loyalty over time.

What is the potential risk of relying too heavily on coercive power?

The risk of relying too heavily on coercive power is that it can lead to resentment, lower morale, and high employee turnover, making it less effective in the long term.

How does reward power differ from expert power in motivating others?

Reward power motivates through tangible rewards like bonuses or compliments, while expert power motivates through trust in the leader’s knowledge and decision-making ability. Reward power relies on incentives, whereas expert power relies on credibility.