Leadership Strategies: Exploring the Seven Kinds of Power Deployed by Top Performers
In the realm of leadership, the concept of power is often synonymous with influence. This influence is rooted in various power and influence theories, which suggest that leaders wield power through multiple sources to guide their subordinates. While there may not be an explicit list of seven types of power, a common framework includes expert, referent, legitimate, coercive, reward, informational, and connection power.
**Expert Power**, derived from specialized knowledge or expertise, is a formidable tool in a leader's arsenal. By demonstrating competence and sharing knowledge, leaders can inspire confidence and effectively use this power.
**Referent Power**, based on personal charm, charisma, or reputation, is another potent force. Leaders who are admired and respected by their followers can leverage this power by building strong relationships and being approachable.
**Legitimate Power** arises from a leader's hierarchical position or role within an organisation. This power is used by leaders who leverage their authority to make decisions and direct actions.
**Coercive Power** involves using force or threats to influence others. While it can be effective in certain situations, it risks damaging relationships and should be used sparingly.
**Reward Power** is the power of a manager to confer rewards on employees to influence their behaviour. Effectively using reward power requires setting clear goals and recognising achievements.
**Informational Power** stems from the control of information needed by others. Leaders use this power by sharing relevant data and insights to inform decisions.
**Connection Power** is derived from having access to important networks or relationships. Leaders can leverage this by building alliances and facilitating communication between different groups.
In personal relationships, both referent and expert power can be particularly effective. Building strong relationships and demonstrating expertise can help influence family members or friends. In a professional setting, a combination of expert, legitimate, and reward power can be most effective. Leaders should focus on demonstrating competence, leveraging their authority responsibly, and recognising staff achievements.
Best practices in utilising these types of power include adaptability, transparency, and responsiveness. Leaders should be flexible in their approach, open about their intentions and actions, and attentive to feedback and concerns to maintain a positive relationship with followers.
By understanding and using these types of power effectively, leaders can improve their influence and achieve better outcomes in both personal and professional contexts. Continuous learning, staying updated with industry trends, and seeking constructive feedback from peers and mentors are key to refining one's expertise and increasing one's power.
Effective leaders, through understanding and employing various forms of power, can significantly influence their followers. In personal relationships, demonstrating expertise and building strong connections can be instrumental in shaping decisions and behaviors. On the other hand, in a professional setting, leveraging legitimate authority, expert knowledge, and reward systems can foster productivity and motivation. Emotional intelligence, communication skills, and adaptability play crucial roles in effectively using power, as leaders should be attentive to their followers' needs and responsive to feedback. Furthermore, continuous learning, seeking guidance from mentors, and focusing on personal and professional development are essential for a leader's growth and increased influence. Lastly, leaders should prioritize integrity and transparency to maintain trust and ensure long-term success in their careers and businesses. Such practices are essential components of education and self-development as well as career development. Effective use of power can lead to better problem-solving, increased productivity, and positive financial outcomes.
