Posted on Mar 25, 2014
MAJ Samuel Weber
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5 Sources of Power/Influence



What type of leader do you see yourself as? Below are the 5 Sources of Power as defined by American sociologists John French and Bertram Raven in 1959. It is still relevant today and can be found in today's Military. Please see the definitions below.  

Legitimate Power

Legitimate power is also known as positional
power. It's derived from the position a person holds in an organization's
hierarchy. For
positional power to be exercised effectively, the person wielding it must be
deemed to have earned it legitimately. An example of legitimate power is that
held by a company's CEO.

Expert power


Knowledge is power. Expert power is derived from
possessing knowledge or expertise in a particular area. Such people are highly
valued by organizations for their problem solving skills. People who have
expert power perform critical tasks and are therefore deemed indispensable. The
opinions, ideas and decisions of people with expert power are held in high
regard by other employees and hence greatly influence their actions.





Referent Power



Referent power is derived from the interpersonal
relationships that a person cultivates with other people in the organization.
People possess reference power when others respect and like them. Referent
power arises from charisma, as the charismatic person influences others via the
admiration, respect and trust others have for them.





Coercive Power



Coercive power is derived from a person's
ability to influence others via threats, punishments or sanctions. A junior
staff member may work late to meet a deadline to avoid disciplinary action from
his boss. Coercive power is, therefore, a person's ability to punish, fire or
reprimand another employee.





Reward Power



Reward power arises from the ability of a person
to influence the allocation of incentives in an organization. These incentives
include salary increments, positive appraisals and promotions. In an
organization, people who wield reward power tend to influence the actions of
other employees. Reward power, if used well, greatly motivates employees.



Posted in these groups: Influence logo Influence
Edited >1 y ago
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Responses: 8
CPT Aaron Kletzing
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The RallyPoint Influence Score measures all of these sources of power. :-)  Seriously, though - I like this thread topic and I look fwd to people's thoughts.  This should be a solid discussion.
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MAJ Ken Landgren
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If I was Genghis Khan I would be legitimate/coercive.
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CW4 All Source Intelligence Technician
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Edited >1 y ago
My leadership style is a combination of expert power, referent power, and reward power. As a Warrant Officer in a technical specialty, I am expected to be an expert in particular field and as such I pass this knowledge to my subordinates. I use many methods to pass this knowledge to them and motivate them to complete the tasks at hand; interpersonal skills are a must, team building methods, and ensuring the team fully understand the mission, task, and purpose behind their work. They are motivated by the prospect of some type of reward such as a great eval, award, or recommendation for promotion. This however is extrinsic motivation. I like to build teams to the extent that they are intrinsically motivated to complete the mission. Meaning they truly believe in what they are doing, understand its importance, and want to do the best they can to help the team, the unit, and overall the Army without some type of incentive. If you are motivated in this manner the incentives will come over time.
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