Power In Organizations

I've held every one of these types of power, sometimes all at once. And at other times, none whatsoever.

Guess which was easier?

When I first read about the different types of power in organizations, I felt a deep discomfort as I realized the multiple types of power I held. I didn't want to inadvertently cause harm through lack of self-awareness about my layers of privilege and levels of influence.

If I have power, I want to use it for good, not evil! And to be honest, framing things from a power lens gives me a bit of the ick.

But I won’t hide from the uncomfortable truth that systems of oppression create power differentials, and as a white cis-gendered woman, I continue to benefit from those systems.

Have you considered the types of power you hold?

Folks with less power than you in your organization might find it challenging to do things like establish boundaries, for example, which is key to preventing burnout.

As part of your leadership practice, are you using your power to create safety and balance, so that your teams can thrive?

Check out six commonly referenced sources of power below – I’m curious to hear how you feel about power: your own, others, and how it shows up in your life.

• Legitimate – stemming from an individual’s position or role; formal authority granted by organizational hierarchies.

• Reward – based on the ability to provide incentives or rewards in exchange for desired behaviour (salary increases, promotions, bonuses, etc.).

• Coercive – relies on the ability to impose negative consequences, such as disciplinary action, demotions, termination, or other sanctions.

• Expert – deriving from someone’s knowledge, skills, or expertise in a particular area; others differ to them and rely on their guidance and advice.

• Referent – based on interpersonal relationships, admiration, or identification with an individual; these people often serve as role models or sources of inspiration.

• Informational – possessed by those who hold critical or valuable information that others need; they can influence outcomes by selectively sharing or withholding information.

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