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In a notable study of power conducted by social psychologists John R. P. French and Bertram Raven in 1959, power is divided into five separate and distinct forms. [1] [2] They identified those five bases of power as coercive, reward, legitimate, referent, and expert.
Charismatic authority grows out of the personal charm or the strength of an individual personality. [2] It was described by Weber in a lecture as "the authority of the extraordinary and personal gift of grace (charisma)"; he distinguished it from the other forms of authority by stating "Men do not obey him [the charismatic ruler] by virtue of tradition or statute, but because they believe in him."
Although leadership is certainly a form of power, it is not demarcated by power over people. Rather, it is a power with people that exists as a reciprocal relationship between a leader and his/her followers. [170] Despite popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership ...
Power as a relational concept: Power exists in relationships. The issue here is often how much relative power a person has in comparison to one's partner. Partners in close and satisfying relationships often influence each other at different times in various arenas. Power as resource-based: Power usually represents a struggle over resources ...
The Anatomy of Power is a book written by Harvard economist John Kenneth Galbraith, originally published in 1983 by Houghton Mifflin Harcourt. [3] It sought to classify three types of power: compensatory power in which submission is bought, condign power in which submission is won by making the alternative sufficiently painful, and conditioned power in which submission is gained by persuasion. [4]
Leadership is the power to diffuse a positive energy and a sense of greatness. As such, it rests almost entirely on the leader. The absence of that leader for any reason can lead to the authority's power dissolving.
Referent power is a form of reverence gained by a leader who has strong interpersonal relationship skills. Referent power, as an aspect of personal power , becomes particularly important as organizational leadership becomes increasingly about collaboration and influence and less about command and control .
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
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