7 Types of Power in Leadership

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Power gets a bad rap. It may be because, too often, when you think of people who have great power, their notoriety stems from bad deeds. You don’t think of the thousands or even millions of mid-level and senior business managers who wield leadership power every day to influence and inspire teams of colleagues and subordinates toward the achievement of something greater than themselves.

Wielding such positive business leadership power requires thoughtful approaches, but few of us are ever formally taught how to do it. “We're not really trained to handle power well,” notes Nicole Lipkin, author of What Keeps Leaders Up At Night.

But a relatively simple model for understanding power dynamics was developed in 1959 by the psychologists John French and Bertram Raven. Their power model remains the foundation today on which academic understanding of the different types of leadership power, and how to use them, is based.

Embracing these different types of power can help leaders more effectively manage and motivate their teams to reach higher levels of performance. The seven types of power in leadership recognized today are:

1. Legitimate.
2. Coercive.
3. Expert.
4. Informational.
5. Reward.
6. Connection.
7. Referent.

What Is Leadership Power?

Leadership power is the ability to shape others’ behavior or thinking, not just through formal authority, but also through a combination of personal character, expertise, relationships, and empowerment. Effective leaders use their power to create an environment where people feel valued and inspired to do their best work. They understand that real leadership power comes not from hoarding control, but from helping others realize and wield their own power.

Types of Power in Leadership

There are several distinct types of power that leaders can wield, each with its own sources and dynamics. Understanding these different forms of influence can help leaders adapt their approach to different situations and build a well-rounded leadership toolkit.

While the French and Raven framework presents the types of power as distinct, in practice they can often overlap and interact in complex ways. The most effective leaders draw on multiple sources of power, and the way they combine and balance these different types of influence plays a key role in their success.

Expert, connection, and referent power, in particular, tend to be closely intertwined. Leaders who are respected for their expertise may find it easier to build strong networks because people seek out their knowledge and want to be associated with them. Likewise, leaders who are admired for their character and vision (referent power) may find that their ideas and opinions carry more weight, even in areas outside their direct expertise.

By understanding and leveraging the interconnected nature of these different types of power, leaders can build a robust and flexible influence toolkit. They can adapt their approach to different challenges and contexts, always striving to empower and inspire their teams to achieve shared goals. In doing so, they tap into a deep well of leadership power that goes beyond any single source of influence.

1. Legitimate Power

Legitimate power comes from a leader’s formal position or title in an organization. It’s the authority granted by the organizational hierarchy to make decisions, give directives, and shape the work of the team. While legitimate power can be a useful tool, effective leaders use it judiciously, preferring to lead through influence and inspiration rather than command and control.

That said, there are moments when a leader must make a tough decision that not everyone will like. In those instances, having legitimate power allows them to make that call and have it stick. But the best leaders don’t do it frequently.

In a sense, legitimate power is like a safety net. It’s there when you need it, but great leaders focus their energy on building the kind of trust, credibility, and shared sense of purpose that allows them to lead primarily through influence rather than authority.

2. Coercive Power

Coercive power is the ability to punish or remove positive outcomes if people don't comply with a leader’s wishes. A leader who can dock pay, take away privileges, or even terminate employment has high coercive power.

Coercive power can also come from a manager’s willingness to use more informal punishments, like public criticism or undesirable assignments. A manager who frequently berates employees or threatens to make their work life difficult if they don’t comply is exercising coercive power, even if they don’t have the formal authority to impose tangible punishments.

In general, coercive power should be used as an absolute last resort, and only in situations where safety or ethical standards are at serious risk. For instance, imagine a worker in a manufacturing plant consistently refusing to wear required safety equipment, putting themselves and others at risk of injury. Despite multiple conversations explaining the importance of safety protocols, and attempts to address any underlying concerns, the employee continues to disregard safety measures.

In this case, a leader might need to resort to coercive power by clearly stating that continued noncompliance will result in disciplinary action, up to and including termination. This isn’t about the leader flexing their authority; it’s about protecting the well-being of the entire team and upholding non-negotiable safety standards.

However, it’s crucial to understand that even when used rarely, coercive power can damage trust, create resentment, and potentially lead to compliance only when the leader is present. That's why it’s so important to exhaust all other options first.

3. Expert Power

Expert power comes from a leader’s deep knowledge, skills, and experience in their field. When a leader has a track record of success and is seen as a credible source of guidance, people are more likely to trust and follow their lead. Building expert power requires ongoing learning, a willingness to share knowledge, and the ability to apply expertise to real-world challenges.

“If [someone] holds an MBA and a Ph.D. in statistical analysis, her colleagues and reports are more inclined to accede to her expertise,” Lipkin says. “This gives [her] a great deal of influence.” The great thing about this type of power is that no one can take it away from you. It’s the knowledge that you hold. However, to remain an expert, you need to continue learning and improving.

4. Informational Power

Informational power comes from a leader’s access to and control over key data, insights, or knowledge that others need. It’s unique in the French and Raven framework, and was added six years after the model was first published (originally, with only five power sources). Unlike the other types of power, informational power is not about a person’s inherent characteristics or formal authority, but about their access to and control over important information.

This source of power in leadership can be useful for influencing decisions and driving change, but it’s often short-lived. Some of the most effective leaders use their informational power to empower others, rather than to hoard control.

Informational power often comes from being close to the center of key decisions or information flows. For example, an executive assistant who manages a CEO’s calendar and communications might have a lot of informational power because they’re privy to details about upcoming meetings, strategic priorities, and key relationships. Similarly, a financial analyst who is deeply involved in budget planning might have informational power because they understand the company’s financial health and investment strategies better than most.

5. Power of Reward

The power of reward is the ability to provide others with things they value, such as bonuses, promotions, desirable assignments, or public recognition. For example, managers hold a certain amount of reward power when they administer performance reviews that determine raises and bonuses for their underlings. Reward power can also come from control over less tangible benefits. A leader who can offer exciting projects, developmental opportunities, public recognition, or even just sincere praise and appreciation also has a degree of reward power.

Used strategically, reward power can be a powerful motivator. But it’s important to use rewards fairly and consistently, and to try to ensure they reinforce shared goals and values.

6. Connection Power

Connection power is also unique in that it was never a part of the French and Raven model. Instead, it was recognized and added by others over the years. Connection power comes from a leader’s network of relationships, both inside and outside their organization. Leaders with strong connection power can tap into diverse resources, insights, and support to drive change and get things done.

Building connection power requires a commitment to nurturing genuine, mutually beneficial relationships over time. This starts with networking – not just collecting business cards, but really getting to know people, understanding their goals and challenges, and looking for ways to help or collaborate. It’s about being generous with your time, expertise, and resources, and creating a reputation as someone who is valuable to know.

7. Referent Power

Referent power is the influence that comes from a leader’s personal charisma, integrity, and vision. When a leader embodies admirable qualities and values, others naturally want to follow their lead. Referent power is earned through consistent action and a deep commitment to empowering and developing others.

In many ways, referent power is the essence of charismatic leadership. Think of the team leader everyone wants to work for, the executive who can inspire people to go above and beyond, or the industry thought leader whose ideas shape the direction of the field. These individuals often have a high degree of referent power.

To develop referent power, the first step is to clarify your own values and vision. What do you stand for as a leader? What kind of example do you want to set? The more clearly and consistently you embody these principles, the more likely others are to respect and follow your lead.

Leading Teams Through Team Bonding

The most transformational leaders understand that real power comes not from formal authority or personal charisma, but from the ability to empower others. By combining different types of power strategically and keeping the growth and success of their team at the forefront, leaders can create an environment where everyone is able to step into their full potential and drive extraordinary results together.

One of the most powerful ways to do so is through team bonding. When teams have strong relationships and a shared sense of purpose, they’re more resilient, creative, and motivated to go above and beyond. Effective leaders prioritize creating opportunities for authentic connection, whether through team-building activities, shared challenges, or simply leading with openness and vulnerability.

A version of this article was originally published on June 17, 2013.

Photo: Getty Images

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