Power is fundamental, and it comes from many sources, such as intelligence, money, information, and hard work. Bertrand Russell said that power is Just as fundamental a concept in social science as energy is in physics. Although people often speak of power as a bad thing, it is neither good nor bad by itself. Rather, it is the way we use power that determines whether it is harmful or beneficial. For that reason, aspiring leaders must be fully aware of power and its causes and effects. They must know its potential and have the integrity to use it for the benefit of those they lead.
Power is in the Relationship Power does not exist by itself – it is always part of a relationship. For power to exist, it must be allowed to exist. Someone, something, somewhere lets power emerge. For a dictator to have absolute power, the masses must let theirs go. For a child to have power, parent’s must allow that power to exist. The phrase ‘balance of power’ describes the organic quality of the power relationship between people, including societies and governments. Those who keep a balance of power acknowledge its existence, use it, and enjoy it without letting it become the primary ingredient of the allegations.
Two Essentials of Power (Slide 5) The two essentials of power are resources and motivation. Some of us have the resources – such as money or intelligence or skills – to rebuild downtown buildings, to bring people together to work on common goals, to lose weight, or to stay within a budget. If we lack motivation, however, we don’t have enough power to accomplish any of these things. But is it enough to have motivation? To answer that question, consider this: some of us may be motivated to win an Olympic event or become an astronaut, but if we lack the resources of talent ND training, neither of those things will happen.
It is only when resources and motivation fit well together that leaders can develop and use power. This meaner, for us as community leaders, that our goals must coincide with our real assets. It meaner that the collective motivation of the group must fit the collective resources of the group, as well as meshing with our own personal motivation and resources. When that fit occurs, we will have the power to accomplish our collective ago Power Bases (Slide 6) Power has been studied by people for centuries, including many scholars who have inducted research on the forms or bases of power since the mid-asses.
These scholars have examined and studied power in an attempt to understand and classify it. Some of the findings include the power base classification systems, which are the basis of this leadership development module. While many of these systems have been created, the framework developed by French and Raven and expanded upon by Raven and Ukrainians and Heresy working with Marshall Goldsmith is widely accepted.
These scholars together propose that there are seven different bases of rower: Coercive power Legitimate power Expert power Reward power Referent power Informational power Connection power These seven bases of power are identified as potential meaner of successfully influencing the behavior of others. Coercive Power (Slide 7) Coercive power is based on fear. Fear of being hurt, poorly treated, or dismissed allows people with coercive power to rule over the fearful. A leader high in coercive power gets others to follow by communicating that failure to comply will lead to punishment.
Legitimate Power (Slide 8) Legitimate, or positional, power is based on the position, office, or title held by the leader. Normally, the higher the position or status, the more compliance the leader is able to get from the followers. The president, dean, director, or chief executive officer can theoretically “call the shots” in an organization and be fairly certain his or her instructions will be carried out. A leader high in legitimate power gets the compliance of others because they feel that this person has the right, by virtue of position, to expect that suggestions will be followed. . The 7 Power Bases Introduce the power bases. Researchers have developed the Power Base Classification Systems, which form the basis of this module. Expert Power (Slide 9) Expert power is based on the knowledge, talent, and/or skills of the leader. For expert power to exist, it must be coupled with respect for that knowledge, talent, and/or skill, along with the assumption that this expertise is valuable to followers. A leader high in expert power is seen as having the expertise to facilitate the work of others. The respect leads to compliance with the leader’s wishes.
Reward Power (Slide) Reward power is based on the leader’s ability to provide rewards for other people. People who follow a leader with reward power believe that going along with the leader’s suggestion will lead to positive incentives, such as pay, promotion, or recognition. Referent Power (Slide 11) Referent power is based on the leader’s personal traits and the need others have to be referred to or associated with people of influence. Traits such as charm, charisma, and creativity are all intangible but very real characteristics of most leaders.
They can nomad awe, respect, and loyalty. A leader high in referent power is generally liked and admired by others because of personality. This admiration and identification with the leader influences others to act on the leader’s suggestions. Informational Power Informational power is based on the leader’s ability to get and give the information that is necessary to the organization or individual followers, or is perceived as valuable by others. This power base influences others because they need this information or want to be in on things.
Channeling or withholding information is a ere effective way for a leader with information power to control actions. Connection (Slide 13) Connection power is based on the leader’s ability to build networks and coalitions that are helpful to the goals of the group – in other words, the leader’s “connections” with influential or important persons inside or outside the organization. The familiar saying “It is not what you know but who you know’ applies here. A leader high in connection power gets other people to follow because they aim at gaining the favor or avoiding the disavow of the powerful connection.