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Power isn't just about who has the corner office—it's the invisible currency that determines how decisions get made, who influences whom, and why some people can mobilize entire teams while others struggle to get a single email answered. You're being tested on your ability to recognize how power operates, where it comes from, and why different power bases produce different outcomes in organizational settings. Understanding these distinctions helps you analyze case studies, predict organizational behavior, and craft strategies for navigating workplace politics.
The key insight here is that power falls into two broad camps: position-based power (what your role grants you) and personal power (what you bring as an individual). The most effective leaders combine both, but each type has distinct advantages, limitations, and risks. Don't just memorize the definitions—know which power types are sustainable, which backfire when overused, and how they interact in real organizational scenarios.
These power types flow from your formal role in the hierarchy. They exist because the organization says they do—which means they can disappear the moment your title changes.
Compare: Legitimate Power vs. Structural Power—both stem from organizational design, but legitimate power operates within the existing structure while structural power shapes that structure. If an exam question asks about long-term organizational change, structural power is your answer; for day-to-day management authority, think legitimate power.
These power types work through consequences—either promising benefits or threatening penalties. They're transactional by nature, which makes them effective for short-term compliance but risky for long-term engagement.
Compare: Reward Power vs. Coercive Power—both are transactional and depend on controlling consequences, but reward power builds toward goals while coercive power pushes away from undesired behavior. Exam tip: if asked about sustainable motivation, reward power wins; if asked about toxic workplace dynamics, coercive power is usually the culprit.
These power types derive from possessing something others need—expertise or information. They're particularly valuable in knowledge economies and can operate independently of formal hierarchy.
Compare: Expert Power vs. Informational Power—expert power comes from what you understand, while informational power comes from what you know is happening. A data scientist has expert power; the executive assistant who knows about the upcoming merger has informational power. Both influence decisions, but through different mechanisms.
These power types emerge from your personal qualities and social connections. They're the hardest to acquire quickly but often the most durable—no one can take away your reputation or relationships by changing an org chart.
Compare: Referent Power vs. Connection Power—referent power comes from who you are while connection power comes from who you know. A beloved team leader has referent power; a well-networked strategist has connection power. For FRQs on influence without authority, both are strong examples, but referent power emphasizes personal qualities while connection power emphasizes social capital.
| Concept | Best Examples |
|---|---|
| Position-based power | Legitimate Power, Positional Power, Structural Power |
| Incentive-based power | Reward Power, Coercive Power |
| Knowledge-based power | Expert Power, Informational Power |
| Relationship-based power | Referent Power, Personal Power, Connection Power |
| Sustainable long-term influence | Expert Power, Referent Power, Personal Power |
| High risk of backfiring | Coercive Power |
| Independent of formal hierarchy | Expert Power, Referent Power, Connection Power, Informational Power |
| Tied to organizational role | Legitimate Power, Positional Power, Reward Power, Coercive Power |
Which two power types are most likely to remain effective if someone loses their formal title, and why?
A manager consistently uses threats of poor performance reviews to ensure compliance. What power type is this, what are its likely long-term consequences, and what alternative power base might produce better results?
Compare and contrast expert power and informational power: how do their sources differ, and in what organizational situations would each be most valuable?
An employee has no direct reports but consistently influences major decisions because senior leaders trust their judgment and seek their input. Which power types best explain this influence?
If an FRQ asks you to recommend how a new leader should build influence in an unfamiliar organization, which power types would you prioritize developing first, and which would take longer to establish? Explain your reasoning.