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CHAPTER 12: LEADERSHIP POWER AND INFLUENCE 363
situations. As we learned in Chapter 7 on followership, followers may also in-

fluence a leader’s behavior in any number of ways, for better or worse. Later in
this chapter, we will examine some specifi c infl uence tactics that may be used to
change another’s attitudes or behavior. Leaders can improve their effectiveness
by understanding the various types and sources of power as well as the infl uence
tactics they or their followers may use.
Five Types of Leader Power
Power is often described as a personal characteristic, but as described above, or-

ganizational position also influences a leader’s power. Most discussions of power
include fi ve types that are available to leaders. 29

The five types of leader power are illustrated in Exhibit 12.2. The fi rst three—
legitimate, reward, and coercive power—may all be considered types of posi-
tion power that are defined largely by the organization’s policies

and procedures. A person’s position in the organization determines Action Memo
what amount of power he or she has, particularly in regard to the As a leader, you can expand your personal
ability to reward or punish subordinates to infl uence their behavior. power by developing good relationships
However, it is important to remember that position power and lead- and acquiring advanced knowledge and
ership are not the same thing. As we discussed in Chapter 1, a person experience. You can use power to gain the
might hold a formal position of authority and yet not be a leader. Ef- commitment of others to achieve the vision.
fective leaders don’t rely solely on formal position to infl uence others to Use position power when appropriate, but
accomplish goals. Two sources of personal power, called expert power don’t overdo it.
and referent power, are based on the leader’s special knowledge or per-
sonal characteristics.

Legitimate Power Legitimate power is the authority granted from a formal position Legitimate power
Legitimate power
authority granted from a formal
in an organization. For example, once a person has been selected as a supervi- authority granted from a formal
position
sor, most workers understand that they are obligated to follow his or her direc- position
tion with respect to work activities. Subordinates accept this source of power as
legitimate, which is why they comply. Certain rights, responsibilities, and preroga-
tives accrue to anyone holding a formal leadership position. Followers accept the
legitimate rights of formal leaders to set goals, make decisions, and direct activities.
Most North Americans accept the legitimate right of appointed leaders to direct
an organization.

Exhibit 12.2 Five Types of Leader Power

• Legitimate
• Reward • Expert
• Coercive • Referent

Position Power Personal Power