It is a prominent and powerful role that influences all aspects of life through all levels.

Power is the ability to get things done. People with power are able to influence others behavior to achieve a goal or objective. Others may resist attempts to make them do certain things, but an effective leader is able to overcome that resistance. Although people may regard power as evil or corrupt, power is a fact of organizational life and in itself is neither good nor bad. Leaders can use power to benefit others or to constrain them, to serve the organization’s goals or to undermine them.

Another way to view power is as a resource that people use in relationships. When a leader influences subordinates, it is called downward power. We can also think of this as someone having power over someone else. On the other hand, subordinates can also exercise upward power by trying to influence the decisions of their leader. Indeed, leaders depend on their teams to get things done and in that way are subject to the power of team members.

The Six Sources of Power

Power comes from several sources, each of which has different effects on the targets of that power. Some derive from individual characteristics; others draw on aspects of an organization’s structure. Six types of power are legitimate, referent, expert, reward, coercive, and informational.

Legitimate Power

Also called “positional power,” this is the power individuals have from their role and status within an organization. Legitimate power usually involves formal authority delegated to the holder of the position.

Referent Power

Referent power comes from the ability of individuals to attract others and build their loyalty. It is based on the personality and interpersonal skills of the power holder. A person may be admired because of a specific personal trait, such as charisma or likability, and these positive feelings become the basis for interpersonal influence.

Expert Power

Expert power draws from a person’s skills and knowledge and is especially potent when an organization has a high need for them. Narrower than most sources of power, the power of an expert typically applies only in the specific area of the person’s expertise and credibility

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