In leadership, power is often misunderstood. It’s not just about authority or title, it’s about influence. More specifically, it’s about how that influence is perceived and exercised in ways that create real and lasting change in people and teams.
Back in 1959, social psychologists John R. P. French, Jr. and Bertram Raven published a framework that has stood the test of time. Their work, featured in Barbara Kellerman’s Political Leadership: A Source Book (1986), identified five distinct bases of social power. These are still highly relevant to leaders today, particularly those aiming to build high-
performing, values-driven teams.
Legitimate Power
This power stems from a recognised position or role, such as manager, officer, or project lead. It’s granted by the organisation or society, and when exercised fairly and within its proper scope, it creates order and alignment. When overstepped, however, it quickly loses credibility.
Reward Power
This is the power to provide incentives, whether through bonuses, praise, promotions, or other forms of recognition. People comply because they see a tangible benefit. It’s effective in the short term, but long-term reliance on rewards can lead to dependent behaviour that fades when the incentives stop.
Coercive Power
This is the ability to punish or apply pressure through fear, threatening job loss, demotion, or reprimand. While it may drive compliance, it almost always erodes trust and morale. Overused, it creates resentment and resistance.
Expert Power
When people perceive that a leader has specialised knowledge, technical expertise, or wisdom in a given area, they are more likely to follow. This type of power is highly respected, but also narrow, it must be continually earned, and it doesn’t automatically extend beyond the leader’s field of credibility.
Referent Power
Referent power is about personal influence. People follow because they admire, trust, or identify with the leader. This is often the most authentic and far-reaching form of power, it builds loyalty, drives intrinsic motivation, and contributes to a positive culture. As French and Raven suggested, referent power often works even when people aren’t aware they’re being influenced.
Why This Still Matters
Understanding these five bases of power helps leaders reflect on how they lead, why people follow, and whether their influence is sustainable.
At Insync Management Solutions, we work with organisations and individuals to build resilient, effective, and ethical leadership. Power in itself isn’t good or bad, it’s how it’s applied that counts. When leaders lean too heavily on coercion or position, they might get short-term compliance, but they rarely get long-term commitment. Lasting influence comes from referent power, expertise, and values-aligned legitimacy.
Final Thought
As French and Raven argued, different types of power yield different outcomes. A wise leader understands the context, the people, and the long game, and chooses their approach accordingly.
“Power is potential influence. Leadership is turning that potential into meaningful, measurable change.”
Reference
French, J. R. P., Jr., & Raven, B. (1959). The Bases of Social Power. In B. Kellerman (Ed.), Political Leadership: A Source Book (1986). University of Pittsburgh Press.
