Power Types
Power types are the sources of influence a leader can draw upon, including expert, reward, legitimate, referent, and coercive power, as defined by French and Raven.
Explanation
French and Raven identified five bases of power that leaders use to influence others. Expert power comes from specialized knowledge or skills. Reward power comes from the ability to provide incentives. Legitimate power comes from formal authority or position. Referent power comes from personal charisma and the respect others have for the leader. Coercive power comes from the ability to punish or create negative consequences.
PMI considers expert and referent power the most effective forms of influence for project managers. Expert power builds credibility through demonstrated competence, while referent power builds loyalty through personal qualities and relationships. These forms of power create voluntary compliance and genuine engagement. Legitimate power is necessary but limited, as formal authority alone does not inspire people.
Coercive power is considered the least effective and most damaging form of power. Using threats and punishment destroys trust, reduces morale, and creates a fear-based environment. Reward power is effective in the short term but can lead to transactional relationships. The best project managers combine expert and referent power as their primary influence strategies.
Key Points
- •Five types: expert, reward, legitimate, referent, coercive
- •Expert and referent power are most effective for project managers
- •Coercive power is least effective and most damaging
- •Based on the French and Raven power model
Exam Tip
Know all five power types. On the exam, expert and referent power are almost always the best answers. Coercive power is almost always the worst.
Frequently Asked Questions
Related Topics
Influence Strategies
Influence strategies are deliberate approaches used by project managers to persuade stakeholders, gain support, and drive action without relying solely on formal authority.
Servant Leadership
Servant leadership is a leadership philosophy in which the leader prioritizes serving the team, removing impediments, and empowering individuals to perform at their best.
Transactional Leadership
Transactional leadership is a style based on structured exchanges where leaders motivate through clear expectations, rewards for performance, and corrective actions for deviations.
McClelland's Achievement Theory
McClelland's Achievement Theory (also called Acquired Needs Theory) states that people are primarily motivated by one of three needs: achievement, affiliation, or power.
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