Here we discuss the sources and types of power and how to increase your power without taking it away from others. You don’t have to be a manager to have power, as some employees actually have more influence over other employees than the manager does. You do not actually have to use power to influence others. Often it is the perception of your power rather than actual power that influences others. Status within the team gives power.

Having power influences our OB foundations, especially perceptions and attitudes, and from personality types come power. People have different needs for power; some want it, and others don’t. But the trend is to give employees more power through shared leadership, and power does shift in teams. There are two sources of power influencing behavior: one’s position and one’s person. Position power is derived from top management and is delegated down the chain of command. It gives formal authority.

The supervisory relationship affects employee attitudes, behaviors, job satisfaction and performance. Personal power is derived from followers, based on an individual’s behavior. There are different types of power. Coercive power use involves threats and/or punishment to influence compliance. Connection power is based on the user’s relationship with influential people. You rely 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 by providing something of value to them. Legitimate power is based on the user’s position power in the organization. Legitimacy is generalized assumptions of desirability or appropriateness of behavior. Referent power is based on the user’s personal source of power relationships with others. Information power is based on others’ need for data. Information is the new source of power, not money. To increase your connection power, network with people who have power.