Concept Identification Project

HDF 110

French and Raven’s Six Bases of Power (1959,1965)

Legitimate power

Also called "positional power," it is the power of an individual because of the relative position and duties of the holder of the position within an organization or society. Legitimate power is formal authority delegated to the holder of the position. It is usually accompanied by various attributes of power such uniform a title, or an imposing physical office.

Referent power

Referent power is the power or ability of individuals to attract others and build loyalty and a desire to follow. It is based on the personality, charisma and interpersonal skills of the power holder. A person may be admired because of specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here the person under power desires to identify with these personal qualities, and gains satisfaction from being an accepted follower. Nationalism and patrioticm count towards an intangible sort of referent power. For example, soldiers fight in wars to defend the honor of the country. This is the second least obvious power, but the most effective. Advertisers have long used the referent power of sports figures for products endorsements, for example. The charismatic appeal of the sports star supposedly leads to an acceptance of the endorsement, although the individual may have little real credibility outside the sports arena. Abuse is possible when someone that is likable, yet lacks integrity and honesty, rises to power, placing them in a situation to gain personal advantage at the cost of the group's position. Referent power is unstable alone, and is not enough for a leader who wants longevity and respect. When combined with other sources of power, however, it can help a person achieve great success.

Expert power

Expert power is an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified. When they have knowledge and skills that enable them to understand a situation, suggest solutions, use solid judgment, and generally outperform others, then people tend to listen to them. When individuals demonstrate expertise, people tend to trust them and respect what they say. As subject matter experts, their ideas will have more value, and others will look to them for leadership in that area.

Information power-

Involves the ability to control information or create a narrative about information to suit one’s purposes. Closely related to Expert power in that people regard the powerholder as having superior knowledge about certain areas needed by others to reach a goal. Informational power is based on the potential to utilize information. Providing rational arguments, using information to persuade others, using facts and manipulating information can create a power base. How information is used - sharing it with others, limiting it to key people, keeping it secret from key people, organizing it, increasing it, or even falsifying it - can create a shift in power within a group.

Reward power

Reward power depends on the ability of the power wielder to confer valued material rewards, it refers to the degree to which the individual can give others a reward of some kind such as benefits, time off, desired gifts, promotions or increases in pay or responsibility. This power is obvious but also ineffective if abused. People who abuse reward power can become pushy or be reprimanded for being too forthcoming or 'moving things too quickly'. If others expect to be rewarded for doing what someone wants, there's a high probability that they'll do it. The problem with this basis of power is that the rewarder may not have as much control over rewards as maybe required. Supervisors rarely have complete control over salary increases, and managers often can't control promotions all by themselves. And even a CEO needs permission from the board of directors for some actions. So when somebody uses up available rewards, or the rewards don't have enough perceived value to others, their power weakens. (One of the frustrations of using rewards is that they often need to be bigger each time if they're to have the same motivational impact. Even then, if rewards are given frequently, people can become satiated by the reward, such that it loses its effectiveness).

Coercive power

Coercive power is the application of negative influences. It includes the ability to demote or to withhold other rewards. The desire for valued rewards or the fear of having them withheld that ensures the obedience of those under power. Coercive power tends to be the most obvious but least effective form of power as it builds resentment and resistance from the people who experience it. Threats and punishment are common tools of coercion. Implying or threatening that someone will be fired, demoted, denied privileges, or given undesirable assignments – these are examples of using coercive power. Extensive use of coercive power is rarely appropriate in an organizational setting, and relying on these forms of power alone will result in a very cold, impoverished style of leadership.

French, J. R. P., Raven, B. (1959). The bases of social power. In D. Cartwright and A. Zander. Group dynamics. New York: Harper & Row.