The five bases
- Reward power: the ability to give promotions, pay or praise.
- Coercive power: the ability to punish, discipline or dismiss.
- Legitimate power: the recognised right to give orders that comes with a position.
- Expert power: knowledge and skills others need.
- Referent power: admiration and identification with the person.
In 1965 Raven added informational power, based on persuasive logic and data.
Position and personal power
Reward, coercive and legitimate power come from the role and are position power; expert and referent power come from the individual and are personal power. Research links personal power to commitment and satisfaction, while coercive power tends to produce mere compliance or resistance.
Implications
Leaders are usually more effective when they build expertise and trust rather than relying on position. The typology is widely used in leadership, negotiation, nursing and education research.
References
- French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in Social Power (pp. 150-167). University of Michigan.
- Raven, B. H. (1965). Social influence and power. In I. D. Steiner & M. Fishbein (Eds.), Current Studies in Social Psychology (pp. 371-382). Holt, Rinehart & Winston.
- Yukl, G., & Gardner, W. L. (2020). Leadership in Organizations (9th ed.). Pearson.