Not all power in organizations is created equal. A classic framework from social psychologists John French and Bertram Raven outlines five bases of power that leaders and employees can draw from. Each type has a different source and impact:

• Legitimate power – authority from a formal position or title (for example, a CEO’s decision-making power).

• Reward power – influence through controlling rewards or benefits (like a manager who can grant bonuses or promotions).

• Coercive power – the ability to punish or impose consequences (such as a supervisor who can issue warnings or demotions).

• Expert power – influence earned by possessing valuable knowledge or skills (for instance, an IT specialist whose expertise is critical to the company).

• Referent power stems from personal charisma, respect, or admiration (as seen with a beloved mentor whom others willingly follow).

Understanding these helps practitioners identify what kind of power is in a situation. For example, a project sponsor might rely on legitimate power to set a deadline. Still, the team could be more swayed by an expert’s opinion or a respected colleague’s referent power.

Effective leaders leverage multiple power bases – not just their formal authority – to motivate and guide teams. By recognizing all five types, leaders can better craft strategies to influence positive outcomes.