Within an organization, power should be viewed in a positive sense. For our purposes, power is a person’s ability to influence others to do something they would not otherwise do. The good news is that power skills can be developed, or you can improve your ability to influence others to help you get what you want.

There are two sources of power: position power and personal power, also called structural and social power. Position power is derived from top-level management and is delegated down the chain of command. Personal power is derived from the person. We all have personal power to varying degrees.

The use of coercive power involves threats and/or punishment to influence compliance. Out of fear that noncompliance will lead to negative consequences, people do as requested. Other examples of abusive coercive power include verbal abuse, humiliation, ostracism, and bullying. Connection power is based on the user’s relationship with influential people. People who have the “right” connections tend to get ahead. It relies on the use of contacts or friends who can influence the person you are dealing with.

Reward power is based on the user’s ability to influence others with something of value to them. You can exchange favors, known as reciprocity, as a reward or give something of value to the other party. Let people know what’s in it for them. If you have something attractive to others, use it. Legitimate power is based on the user’s position power, which is given by the organization. Employees tend to feel that they ought to do what the supervisor says within the scope of the job.

Referent power is based on the user’s personal power. A person using referent power relies on personality and the relationship to gain compliance. For example, say, “Will you please do it for me?” not “This is an order.” Identification stems primarily from the attractiveness of the person using power and is manifested in personal feelings of liking someone.

Information power is based on the user’s information being desired by others. People with access to information have more power because information is the new source of power. Expert power is based on the user’s skill and knowledge. Being an expert makes other people dependent on you. Expert power is essential to people who have to work with people from other departments and organizations. They have no direct position power to use, so being seen as an expert gives credibility and power.