One definition of power is “being able to make others act in a way that the leader dictates”. In 1959 social psychologists French and Raven conducted a study and divided power into five separate and distinct forms. As a reader of Bizzvenue, it’s safe to assume that you either have power or seek it. Either way, as a leader, a boss or a co-founder it’s of the upmost importance that you familiarise yourself with the 5 bases of power suggested by French and Raven. So without any further ado we will examine them now.
French and Raven divided the five different types of power into two groups. The first is personal power. This is the power the individual has as a person. His formal position at the place of work has no effect on this category of power. The second category is formal power. This is the power that comes with the your position at work.
So personal power consist of:
1. Expert power
Expert power is based on ones skills, knowledge and talents. Expertise can be demonstrated through reputation, credentials or actions. As a consequence of the expert power the leader can persuade others to trust him and do as he says. People believe the leader knows what he is talking about and trust him as a result. So when should you use expert power? When you’re an expert. This can all backfire if you are seen as an expert and give people the wrong information. If you are a lawyer and are asked about the U.S constitution and you mix up the amendments, you are going to lose all respect. Only use this form of power if you know your stuff.
When should I use expert power? Put simply, if you are an expert and know your stuff, otherwise it will backfire with devastating results as you will lose all your power and respect.
2. Referent power
Referent power is rooted in the affiliations we make within our social group at work. Thus, this power is based on the connection the leader has with his people. People will obey because they like the leader, they lookup to him and want to please him. The downside? It takes a while to build this form of power. Also, if you need to make unpopular decisions such as letting staff go, you will have a difficult time getting any referent power.
When should I use this referent power? When you have a long time to build up strong relations with your social group. This form of power won’t work on your first day at work.
Formal power consists of:
1. Reward power
This form of power is based on the leaders right to offer rewards in return for others doing what they are asked to do. This means that the leader can offer a bonus in any form he may choose if an employee completes a given task. What should you lookout for with this form of power? First off, it may have a negative effect in that the employee will do only the bare minimum that is needed to get his reward and nothing more. Once the task is completed there is no incentive to go the extra mile as the reward will earned regardless of the extra effort. The second must do, is to keep your promise. If you offer a bonus and then deny it without any proper reason, you will lose your employees’ trust.
When should I use reward power? If you need a quick fix solution to motivate an employee to do a specific task, and only if you can deliver on your promise.
2. Legitimate power
Legitimate power comes from the authority given to you as the boss. Legitimate power is probably what comes to mind when you think of the term power. This is me the boss telling you the employee to do something because I am the boss. So just do it. Your people will comply because they believe your request is reasonable given your position as the boss.
When should I use legitimate power? For the daily grind, the normal routine tasks that don’t require anything special. Your employees will comply because your the boss and that’s that.
3. Coercive power
Coercive power uses the threat of punishment as means of gaining compliance. This form of power is very popular with third world dictators. It works like this, if you happen to find yourself in a third world dictatorship, where 30% of the populations are the dictator’s gunmen and the other 70% of the population has been shot, you comply. Either you do what is being asked of you, or you join the 70% club. This example is obviously on the extreme side of things. A less radical example would be threatening to lower pay, take away benefits, deny upcoming bonuses etc. This form of power is effective if you need things done now without any questions asked. You are guaranteed to get immediate compliance at the cost of problems in the future. If you must use this form of power make sure the punishment is proportionate.
When should I use coercive power? When you need instant results and no questions asked. This power is best used when there is no time to explain. Use it wisely though, and only as a last resort.
To sum up
So, there is more to power than you initially thought. An effective leader knows what type of power to use depending on the circumstances. The basic rule is that the use of formal power gets you compliance and the use of personal power gets you commitment. People will be more willing to go the extra mile for you if you use personal power. So keep that in mind when you hand out orders and commands to your employees.
