Encyclopedia of Leadership

9.9

POWER: A FUNDAMENTAL ELEMENT

OF LEADERSHIP SUCCESS

Inspired by John French, Bertram Raven, Paul Hersey, Kenneth Blanchard,

Jeffery Pfeiffer, Henry Mintzberg, and Bernie Novokowsky.

While management gurus recognize the use of power as integral to leadership success, they dis-

agree on what power actually is! Thus, they debate endlessly as to how power differs from

influence, coercion, control, and authority. Yet, as Henry Mintzberg notes, “Ordinary people

... know what it means to have power.” Successful leaders combine seven sources of power in

appropriate ways to achieve both short- and long-term goals.

Power is a two-sided coin. One side is the power a leader perceives himself or herself to possess.

The other side is the power followers desire from or are willing to concede to the leader. Modern

leadership features the waning of more formal and coercive forms of power. This has occurred

SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 291

Formal or official power

(organizational authority)

Reward power

Coercive or punishment

power

Expert or information-based

power

Connection-based or associa-

tive power

Referent or charismatic

power

Democratic or representative

power

➠This source of power is based on the authority of one’s position within the orga-

nization. Managers expect that others, working under their authority within the

organization, will act upon their requests or demands. Traditional organizational

charts and job descriptions formalize this type of power.

➠This power is based in the leader’s ability to provide rewards, real or intrinsic. In

organizations, rewards are often positive incentives such as pay, promotion, or

recognition.

➠This power is based on fear of the leader, who controls potential punishments like

undesirable work assignments, reprimands, or dismissal. Needless to say, the

overuse of this type of power will damage a leader’s ability to get results, especial-

ly if the leader is relying on others to use judgment and discretion on the job.

There will always be times when a leader must exercise some form of coercive

power in difficult situations.

➠This source of power stems from one’s expertise, skill, and knowledge. Leaders of

professional workgroups—engineering, finance, human resources, and so on—

often rely heavily on this type of power.

➠This source of power is based on the leader’s connections and relationships with

powerful others, be they inside or outside the organization. As organizational

structures flatten and access to information improves, this type of power is

becoming more important. In cultures that value loyalty to the family, tribe, or

clan (e.g., in some Asian countries), this is a fundamental source of power.

➠A leader high in this source of power is liked or admired by others based on per-

sonal traits. Often ephemeral, this power is based on belief in, admiration for, or

identification with the leader.

➠These leaders have power based on democratic election. They represent others

who have delegated power to them. They use their judgment and discretion on

behalf of the group, and for the purpose of serving the group (e.g., a union repre-

sentative, a mayor.) Unfortunately, this power source sometimes turns into other

forms of power.

Type of Power Explanation