Compare The Different Types Of Power In Leadership

Compare The Different Types Of Power In Leadership And Write A 2 Page

Compare the different types of power in leadership and write a 2 page paper in APA format that covers the following: Write a 1 paragraph introduction to briefly explain reward, coercive, legitimate, expert, and referent power. Pick 2 examples of power, compare and contrast the types of power and the examples chosen. Then describe why you picked those examples. Provide 2 sources. Please no Plagiarism DUE DATE 08/11/2017 BY NOON.

Paper For Above instruction

Introduction

Leadership is a complex domain characterized by various types of power that influence followers and shape organizational outcomes. Among these, reward, coercive, legitimate, expert, and referent powers are recognized as fundamental forms of influence in leadership theory. Reward power derives from the ability to provide incentives; coercive power involves the capacity to punish; legitimate power is rooted in positional authority; expert power stems from specialized knowledge or skills; and referent power is based on admiration and identification with a leader. Understanding these different types of power is crucial for effective leadership, as each influences behavior and motivation in unique ways.

Selection and Explanation of Two Types of Power

For this analysis, I have chosen to examine reward power and referent power. Reward power is prevalent in organizational settings where leaders use incentives such as bonuses, promotions, or recognition to motivate followers. Referent power, on the other hand, is based on personal admiration and the desire to emulate the leader, often developing through charisma, integrity, and interpersonal skills. I selected these two because they represent contrasting mechanisms of influence—one is extrinsic and transactional, the other intrinsic and relational—which provides a rich basis for comparison.

Comparison and Contrast of Reward and Referent Power

Reward power and referent power differ significantly in their basis and application. Reward power relies on tangible incentives that leaders use to persuade followers to achieve desired behaviors or outcomes. It is transactional, meaning that the leader's influence depends on the follower's expectation of receiving rewards in return for compliance (French & Raven, 1959). Conversely, referent power is rooted in the followers' admiration and emotional connection to the leader. Leaders with referent power influence through their charisma and personal qualities, inspiring loyalty and voluntary commitment (Kelman, 1958).

While reward power is more controllable and often associated with formal authority, its influence can diminish if rewards are perceived as inadequate or unfair. Referent power, however, tends to foster deeper trust and commitment over time, as it is based on admiration and personal identification, which are less contingent on external incentives. Leaders who possess referent power often maintain influence even without formal authority or tangible rewards, as followers feel personally connected to them.

The effectiveness of reward power is context-dependent. It works well in structured environments where clear objectives and performance metrics exist, but it can foster dependency or undermine intrinsic motivation if overused. Referent power, however, tends to promote intrinsic motivation and a sense of shared purpose, often leading to higher levels of engagement and loyalty. For example, a manager who provides bonuses for sales targets uses reward power, while a charismatic CEO who inspires employees through vision and integrity wields referent power.

These examples illustrate that while both types of power can influence behavior, their underlying dynamics and long-term effects differ markedly. Reward power is transactional and explicit, offering immediate compliance, but its influence may wane if rewards are not maintained or perceived as insufficient. Referent power fosters voluntary admiration and loyalty, leading to sustained commitment and higher morale.

Conclusion

In conclusion, reward and referent powers exemplify distinct approaches to leadership influence—one focusing on external incentives and the other on personal appeal. Effective leaders often employ a combination of these powers, adapting their influence strategies based on context and follower needs. Recognizing the strengths and limitations of each type of power can enhance leadership effectiveness and organizational success.

References

French, J. R., & Raven, B. (1959). The bases of social power. Advances in Experimental Social Psychology, 2, 150-167.

Kelman, H. C. (1958). Compliance, identification, and internalization: Three processes of attitude change. Journal of Conflict Resolution, 2(1), 51-60.

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Cialdini, R. B. (2007). Influence: The Psychology of Persuasion. Harper Business.

Gillin, J. P. (2014). The New Leader's 100-Day Action Plan. Amacom.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.

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