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might increase influence in a broad range of situations. Coercive power was more effective in influencing a subordinate who jeopardized the success of the overall organization or threatened the leader's authority, even though in the short term it also led to resentment on the part of the target. A power strategy that ultimately leads to private acceptance and long-lasting change (for example, information power) may be difficult to implement, and consume considerable time and energy. In the short term, complete reliance on information power might even be dangerous (for example, telling a small child not to run into the street unattended). A military officer leading his troops into combat might be severely handicapped if he had to give complete explanations for each move. Instead, he would want to rely on unquestioned legitimate position power, backed up by coercive power. Power resources, which may be effective for one leader, dealing with one target or follower, may not work for a different leader and follower. The manner in which the power strategy is utilized will also affect its success or failure. Where coercion is deemed necessary, a leader might soften its negative effects with a touch of humor. There have been studies indicating that cultural factors may determine the effectiveness of power strategies."
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power extends to the ability to get information not presently held such as a case with a librarian or data base manager. Not all information is readily available; some information is closely controlled by few people. Examples of information that is sensitive or limits accessibility: (a) national security data; (b) personnel information for government or business; (c) corporate trade secrets; (d) juvenile court records; (e) many privately settled lawsuit documents; (f) Swiss bank account owners; and (g) private phone conversations. Of course, legally obtained phone tap warrants, spying, eavesdropping, group and group member leaks can allow others not intended to be privy to information. Possessing information is not, typically, the vital act; it is what one can and does do or potentially can do with the information that typically is of vital importance. Information can, and often is, used as a weapon as in a divorce, a child custody case, business dissolution, or in civil suits discoveries. Information has been used by some to extort action, utterance, agreement, or settlement by others.
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lost a bid for the
Republican Party's nomination for President due, in significant part, to his religious affiliation; and (4) national firefighters have received vocational acclaim due to the association with the heroic NYC firefighters. Some pitfalls can occur related to referent assumptions; these include: (a) guilt or glory by association where little or no true tie is established; (b) associative traits tend to linger long after real association ends; (c) some individuals tend to pay dearly for associates' misdeeds or terrible reputations. It is important to distinguish between referent power and other bases of social power involving control or
1652:. Charisma has, in many cases, short circuited rationality; that is, others have been fooled into or lulled into not rationally considering what a charismatic requests or demands but going along as a result of the charismatic attraction. It must be remembered that power is effective only when the target of powerful actions agrees to the relevant power dynamic; we are all technically able to resist the power of others; at times, however, we may feel powerless to resist or the social, political, personal, and/or emotional price to be paid is too high or we fear failure in resisting.
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and females. Females tend to intervene more diminutive than their male counterparts in leadership roles and use far fewer tactics. A study conducted by
Instone, Major, and Bunker (1983) found that women who supervised an inadequate employee would promise more irregular pay raises and threaten more pay deductions than men in the same position. In intimate relationships, women tend to lean toward using unilateral and indirect methods with their partners, whereas men use bilateral and direct tactics.
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1160:. The main idea behind this concept is that someone is forced to do something that he/she does not desire to do. The main goal of coercion is compliance. Coercive power's influence is socially dependent on how the target relates to the change being desired by the influence agent. Furthermore, a person would have to be consistently watched by the influencing agent in order for the change to remain in effect.
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expertise; these include: (a) sometimes inferences are made suggesting expertise is wider in scope than it actually is; for example, an expert in antique vases may have little expertise in antique lamps; (b) one's expertise is not everlasting; for example, a physician who fails to keep up with medical technology and advances may lose expertise; and (c) expertise does not necessarily carry with it
1297:. Occasionally, those possessing legitimate power fail to recognize they have it, and may begin to notice others going around them to accomplish their goals. Three bases of legitimate power are cultural values, acceptance of social structure, and designation. Cultural values comprise a general basis for legitimate power of one entity over another. Such legitimacy is conferred by others and this
1513:. A link between informational power, control, cooperation, and satisfaction have been hypothesized and tested in a lab study. The findings indicate that a channel member's control over another's strategy increases with its informational power source. According to Raven, there will be more use of Information power if the motive is a need for achievement and can also be affected by an agent's
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information delivered on demand can be the most influential way to acquire power. Information may be readily available through public records, research, however, information is sometimes assumed privileged or confidential. The target of influence accepts, comprehends and internalizes the change independently, without having to go back to the influencing agent.<
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target of influence. Use of this power base and its outcomes may be negative or positive. An agent for change motivated with a strong need for affiliation and concern of likeability will prefer this power base and will influence their leadership style. Ingratiation or flattery and sense of community may be used by an agent of influence to enhance their influence.
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Different situations call for different tactics: a teacher will lean toward using soft tactics on their students, whereas a CEO may switch back and forth between soft and hard tactics depending on the situation. People may often vary in their power tactics and can use a range of tactics depending on the situation; power tactics are case-specific.
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1517:. Feldman summarizes informational power as the most transitory type of power. If one gives information away, then the power is given away, which differs from other forms of power because it's grounded in what you know about the content of a specific situation. Other forms of power are independent of the content.
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Situational factors can also play a role in the use of power tactics. Depending on the nature of the group situation, certain people will react differently in their leadership role; high-status members tend to use more conflict-driven tactics than low-status members, who aim to minimize any conflict.
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Tradition power is that force that is exerted upon us to conform to traditional ways. Traditions, for the most part, are social constructs; they invite, seduce, or compel us to conform and act in predictable, patterned ways. Breaking with traditions put people at risk of social alienation. Traditions
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Examples of referent power include: (a) each of the last seven White House press secretaries have been paid handsomely for their memoirs relating to their presence at the seat of government; (b) Mrs. Hillary
Clinton gained political capital by her marriage to the President; (c) Reverend Pat Robertson
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People traditionally obey the person with this power solely based on their role, position or title rather than the person specifically as a leader. Therefore, this type of power can easily be lost and the leader does not have his position or title anymore. This power is therefore not strong enough to
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to make arrests; a parent's legitimacy to restrict a child's activities; the
President's legitimacy to live in the White House; and the Congress' legitimacy to declare war. Some pitfalls can arise when too heavy reliance is placed on legitimate power; these include: (a) unexpected exigencies call for
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field, it is very important to know the situational uses of each power, focusing on when each is most effective. According to French and Raven, "it is of particular practical interest to know what bases of power or which power strategies are most likely to be effective, but it is clear that there is
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The ability for altered behavior initiated through information rather than a specific change agent is called socially independent change. Power socially independent of change may reflect the target continuing changed behavior without referring to, or even remembering, the supervisor or individual of
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Informational power is based on the potential to utilize information. Providing rational arguments, using information to persuade others, using facts and manipulating information can create a power base. How information is used – sharing it with others, limiting it to key people, keeping it secret
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Some examples include: (a) a violinist demonstrating through audition skill with music; (b) a professor submits school transcripts to demonstrate discipline expertise; (c) a bricklayer relies on 20+ years of experience to prove expertise. Some pitfalls can emerge when too heavy a reliance is made on
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is mentioned. Some pitfalls can emerge when a too heavy reliance is placed on reward power; these include: (a) some people become fixated and too dependent on rewards to do even mundane activities; (b) too severe fears of punishment can immobilize some people; (c) as time passes, past rewards become
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and power are closely linked. This model shows how the different forms of power affect one's leadership and success. This idea is used often in organizational communication and throughout the workforce. "The French-Raven power forms are introduced with consideration of the level of observability and
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The original French and Raven (1959) model included five bases of power – reward, coercion, legitimate, expert, and referent – however, informational power was added by Raven in 1965, bringing the total to six. Since then, the model has gone through very significant developments: coercion and reward
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Personal and biological characteristics also influence the use of power tactics. For instance, an extrovert –an outgoing and overtly expressive individual – will use a more extensive range of tactics than an introvert – a shy or reticent individual. A difference in tactics also exists between males
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Referent power is rooted in the affiliations we make and/or the groups and organizations we belong to. Our affiliation with a group and the beliefs of the group are shared to some degree. As
Referent power emphasizes similarity, respect for an agent of influence's superiority may be undermined by a
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The power of holding the ability to administer to another a sense of personal acceptance or personal approval. This type of power is strong enough that the power-holder is often looked up to as a role model. This power is often regarded as admiration, or charm. The responsibility involved is heavy
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by an agent of influence to determine if
Information Power or influence is the best strategy. Informational influence or persuasion would generally be favorable however it may not be best suited if timing and effort lacks. Information possessed that no one needs or wants is powerless. Information
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French and Raven defined social influence as "a change in the belief, attitude, or behavior of a person (the target of influence) which results from the action of another person (an influencing agent)", and they defined social power as the potential for such influence, that is, the ability of the
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The fifth power tactic is bilateral tactics; these are based on an interactive approach involving a give-and-take process for both the influencer and the target receiving the influence. For instance, someone using bilateral tactics would likely open discussions with the person they are trying to
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For example, a power strategy that works immediately but relies on surveillance (for example, reward power or coercive power) may not last once surveillance ends. One organizational study found that reward power tended to lead to greater satisfaction on the part of employees, which means that it
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People will vary in their use of power tactics and use a mixture of the six. For instance, when asked, “How would you get your way?” different powerholders will respond with a range of power tactics. An interpersonally oriented individual who wishes to be liked will use more soft, indirect, and
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Information power is a form of personal or collective power that is based on controlling information needed by others in order to reach an important goal. Our society is now reliant on information power as knowledge for influence, decision making, credibility, and control. Timely and relevant
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and acceptance by the target of influence. The ability for altered behavior initiated through information rather than a specific change agent is called socially independent change. In order to establish
Information Power, an agent of influence would likely provide a baseline of information to a
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or the notion of responsibility. "Rewarding and
Punishing subordinates is generally seen as a legitimate part of the formal or appointed leadership role and most managerial positions in work organizations carry with them, some degree of expected reward and punishment." This type of formal power
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to others for doing what is wanted or expected of them. Some examples of reward power (positive reward) are: (a) a child is given a dollar for earning better grades; (b) a student is admitted into an honor society for excellent effort; (c) a retiree is praised and feted for lengthy service at a
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The bases of social power have evolved over the years with benefits coming from advanced research and theoretical developments in related fields. On the basis of research and evidence, there have been many other developments and elaborations on the original theory. French and Raven developed an
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can have personal as well as impersonal forms. Expert and referent power can be negative or positive. Legitimate power, in addition to position power, may be based on other normative obligations: reciprocity, equity, and responsibility. Information may be utilized in direct or indirect fashion.
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can be demonstrated by reputation, credentials certifying expertise, and actions. The effectiveness and impacts of the Expert power base may be negative or positive. According to Raven, there will be more use of Expert power if the motive is a need for achievement. The ability to administer to
1346:) The social norm of equity makes people feel compelled to compensate someone who has suffered or worked hard. As well as someone whom we have harmed in some way is based on the premise that there is a wrong that can be made right, which may be a compensatory form of righting the wrong.
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The first is soft tactics which utilize the relationships between the target and the influencer to bring out compliance. Sometimes individuals use this method of influence more indirectly and interpersonally through the use of friendships, socialization, collaboration, and personal
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the extent to which power is dependent or independent of structural conditions. Dependency refers to the degree of internalization that occurs among persons subject to social control. Using these considerations it is possible to link personal processes to structural conditions".
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Regardless of the basis of power in use, power-holders often use power tactics to influence others. Power tactics are different strategies used to influence others, typically to gain a particular advantage or objective. Power-holders commonly use six different power tactics.
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to bring about change through the resource of information. Raven arguably believed that power as a potential influence logically meant that information was a form of influence and the social power base of
Information Power was derived. Informational influence results in
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tactics and leadership practices. Through social communication studies, it has been theorized that leadership and power are closely linked. It has been further presumed that different forms of power affect one's leadership and success. This idea is used often in
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The second tactic is hard tactics that rely on economic, tangible outcomes. These tactics are harsh, forcing, or direct, especially in comparison to soft tactics. Though this tactic may seem more significant, it is not necessarily more powerful than soft
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As mentioned above, there are now six main concepts of power strategies consistently studied in social communication research. They are described as
Coercive, Reward, Legitimate, Referent, Expert, and Informational. Additionally, research has shown that
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It is a common understanding that most social influence can still be understood by the original six bases of power, but the foundational bases have been elaborated and further differentiated. Table 2 further differentiates the Bases of Social Power.
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another information, knowledge or expertise. (Example: Doctors, lawyers). As a consequence of the expert power or knowledge, a leader is able to convince their subordinates to trust them. The expertise does not have to be genuine – it is the
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Charismatic power is that aura possessed by only a few individuals in our midst; it is characterized by super confidence, typical physical attractiveness, social adroitness, amiability, sharpened leadership skills, and heightened charm. Some
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Source credibility, the bases of power, and objective power, which is established based on variables such as position or title, are interrelated. The levels of each have a direct relationship in the manipulation and levels of one another.
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Some examples of reward power (negative reward) are: (a) a driver is fined for illegal parking; (b) a teenager grounded for a week for misbehaving; (c) a rookie player is ridiculed for not following tradition; and (d) President
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Raven acknowledged leaders can attempt to influence subordinates by access and control of information. Information power may be used in both personal and positional classifications and is among the most preferable power bases.
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occurs based on target's obligation. One who uses legitimate power may have a high need for power which is their motivator to use this base for change in behavior and influence. There may be a range of legitimate power.
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Informational power includes not only possessing information, but also the ability to obtain relevant information in a timely way to amass a power base. The use of tools or technological mechanisms such as
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and the power easily lost, but when combined with other forms of power it can be very useful. Referent power is commonly seen in political and military figures, although celebrities often have this as well.
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The last power tactic is unilateral tactics; these are the opposite of an interactive approach and instead can be done without the cooperation of the target, including making demands, disengagement, and
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Referent power in a positive form utilizes the shared personal connection or shared belief between the influencing agent and target with the intention of positively correlated actions of the target.
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The legitimate position power is based on the social norm which requires people to be obedient to those who hold superior positions in a formal or informal social structure. Examples may include: a
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from another. Force may include physical, social, emotional, political, or economic means. Coercion is not always recognized by the target of influence. This type of power is based upon the idea of
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The bases of power differ according to the manner in which social changes are implemented, the permanence of such changes, and the ways in which each basis of power is established and maintained.
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According to Changingminds.org "demonstrations of the harm are often used to illustrate what will happen if compliance is not gained". The power of coercion has been proven to be related with
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Frost, D. E. and Stahelski, A. J. The systematic measurement of French & Raven's bases of social power in workgroups. Journal of Applied Social Psychology vol. 18 (1988) pp. 375–389
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and power, any discussion of leadership must inevitably deal with the means by which a leader gets the members of a group or organization to act and move in a particular direction.
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that may be outside one's normal role expectations. However coercion has also been associated positively with generally punitive behavior and negatively associated to contingent
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An example of impersonal coercion relates a person's belief that the influencing agent has the real power to physically threaten, impose a monetary fine or dismiss an employee.
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Fuqua, E., Payne, K., & Cangemi, J. (1998). Leadership and the effective use of power. National Forum of Educational Administration and Supervision Journal, 15E(4), 36-41.
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Expert power in a negative form can result from a person acting in opposition to the expert's instructions if the target feels that the expert has personal gain motives.
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non-legitimized individuals to act in the absence of a legitimate authority – such as a citizen's arrest in the absence of a police official; and (b) military legitimacy
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Hinkin, T. R., & Schriesheim, C. A. Development and application of new scales to measure the bases of social power. Journal of Applied Psychology, 1989 74, 561-567.
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of expertise that provides the power base. When individuals perceive or assume that a person possesses superior skills or abilities, they award power to that person.
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Expert power in a positive form influences the target to act accordingly as instructed by the expert, based on the assumption of the expert's correct knowledge.
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French and Raven defined social power as the potential for influence (a change in the belief, attitude or behavior of a someone who is the target of influence.
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can blunt rationality; they can block innovation; and they can appear to outsiders as silly when original traditions' rationales become outdated or forgotten.
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progresses society's access to information but informational power as a base is derived by determining the usefulness and appropriateness of the information.
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French and Raven's original five powers brought about change after many years, by which Raven added a sixth base of power. Informational is the ability of an
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Gioia, D. A., & Sims, H. P. Perceptions of managerial power as a consequence of managerial behavior and reputation. Journal of Management 1983, 9, 7-26.
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Referent power in a negative form produces actions in opposition to the intent of the influencing agent, this is the result from the agent's creation of
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An example of personal reward relates to the reward of receiving approval from a desired person and building relationships with romantic partners.
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The third tactic is rational tactics; they use reasoning, logic, and sound judgement by bargaining and persuading the target they are influencing.
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Raven, B. H. Political applications of the psychology of interpersonal influence and social power. Political Psychology, 1990, 11, 493-520.
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Nesler, Mitchell S; Aguinis, Herman; Quigley, Brian M; Tedeschi, James T (September 1993). "The Effect of Credibility on Perceived Power".
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rational power tactics in leader roles. In contrast, someone who holds dictatorial power will use hard, direct, and irrational tactics.
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power. It depends on respecting, liking, and holding another individual in high esteem. It usually develops over a long period of time.
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An example of personal coercion relates to a threat of rejection or the possibility of disapproval from a person whom is highly valued.
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Information presented influencing agent indirectly to the target of change void of attempting influence, such as hints or suggestions.
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The fourth tactic is nonrational; these tactics rely on emotionality and misinformation; an example would be ingratiation and evasion.
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The power of traditions, rather than being typically vested in particular individuals, is ordinarily focused on group conformity
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Legitimate power originates from a target of influence accepting the power of the influencing agent whereas behavioral change or
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insufficient to motivate or activate desired outcomes; and (d) negative rewards may be perverted into positive attention.
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from key people, organizing it, increasing it, or even falsifying it – can create a shift in power within a group.
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authority as an agent of change because the target understands and accepts the reasoning of information received.
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1524:, information power is increasingly relevant as an abundance of information is readily available. There may be a
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An example of impersonal reward relates to promises of promotions, money and rewards from various social areas.
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Walster, E., Walster, G. W., & Berscheid, E. (1978). Equity theory and research. Boston: Allyn & Bacon.
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Gouldner, A. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 47, 73–80.
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Legitimate power comes from an elected, selected, or appointed position of authority and may be underpinned by
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Feldman, R.S. (1985). Social Psychology: Theories, Research, and Applications. McGraw Hill Book Company.
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Reward power is based on the right of some to offer or deny tangible, social, emotional, or spiritual
1932:(1992). "A Power/Interaction Model of Interpersonal Influence: French and Raven Thirty Years Later".
1741:. Ann Arbor, MI: Research Center for Group Dynamics, Institute for Social Research. pp. 150–167.
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Formal Legitimacy (position power), Legitimacy of Reciprocity, Equity and Dependence (Powerlessness)
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Information power comes as a result of possessing knowledge that others need or want. In the age of
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original model outlining the change dependencies and also further delineating each power basis.
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is divided into five separate and distinct forms. They identified those five bases of power as
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1954:; Menzel, Herbert (1961). "On the relation between individual and collective properties". In
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The effectiveness of power is situational. Given there are six bases of power studied in the
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Cialdini, R. B. (1993). Influence: Science and practice (3rd ed.). New York: HarperCollins.
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retirement party; and (d) New York firefighters were heralded as heroes for their acts on
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between the referent influencing agent and the target's perception of that influence.
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1632:. Others demonstrate more positive displays of charisma such as that displayed by
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Though there have been many formal definitions of leadership that did not include
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Information presented by the influencing agent directly to the target of change.
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target of influence to lay the groundwork in order to be effective with future
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can be revoked by the original granters, their designees, or their inheritors.
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1424:. According to Fuqua, Payne, and Cangemi, referent power acts a little like
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Whereby, this is to be considered "power" in social influential situations.
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ChangingMinds. (2002–2009). Retrieved on May 5, 2009 from Changingminds.org
1827:(1965). "Social influence and power". In Steiner, I D; Fishbein, M (eds.).
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Bass, B. M. (1990). Handbook of leadership (3rd ed.). New York: Free Press
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The legitimate power of equity is based on the social norm of equity (or
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2037:"Power: Definition, Typology, Description, Examples, and Implications"
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The legitimate power of reciprocity is based on the social norm of
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The legitimate power of dependence is based on the social norm of
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Dessler, G. and Phillips, J. (2008). Managing Now. Prentice Hall.
2070:(2008-06-28). "Motivated Compliance With Bases of Social Power".
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has an explicit effect on the bases of power used in persuasion.
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settings has introduced a large realm of research pertaining to
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2183:; Daniels, Louise R. (1963). "Responsibility and dependency".
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agent to bring about such a change using available resources.
1737:(1959). "The Bases of Social Power". In Cartwright, D (ed.).
1191:. These type of leaders rely on the use of threats in their
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influence and be more prone to negotiating with the target.
1964:. New York: Holt, Rinehart and Winston. pp. 214–249.
1772:(5 ed.). Belmont, CA: Wadsworth Cengage Learning.
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Power as a function of leadership and leadership styles
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has dark and sinister overtones such as that shown by
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1869:. Thousand Oaks, CA: SAGE. pp. 1242–1249.
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1892:
1850:
1848:
1846:
1844:
1842:
1840:
1838:
1807:
1805:
1803:
1801:
1799:
1797:
1795:
1793:
1791:
1789:
1934:Journal of Social Behavior and Personality
1052:Impersonal Coercion and Personal Coercion
838:
824:
758:
560:
294:
66:
29:
850:In a notable study of power conducted by
55:List of countries by system of government
1275:
1037:
947:
1705:
707:
668:
592:
563:
486:
443:
365:
297:
250:
207:
130:
69:
40:
1060:Impersonal Reward and Personal Reward
2272:Power (social and political) theories
1241:'s name is commonly invoked whenever
7:
2072:Journal of Applied Social Psychology
1985:Journal of Applied Social Psychology
1829:Current studies in social psychology
1449:Surgeon General of the United States
27:Study and taxonomy of types of power
1293:relies on position in an authority
2066:Pierro, Antonio; Cicero, Lavinia;
1997:10.1111/j.1559-1816.1993.tb01040.x
25:
2084:10.1111/j.1559-1816.2008.00374.x
1092:Direct and Indirect Information
807:
1084:Positive and Negative Referent
1557:Socially independent of change
901:and throughout the workforce.
516:Intergovernmental organisation
471:Separation of church and state
1:
1076:Positive and Negative Expert
899:organizational communication
313:(socio-political ideologies)
1319:police officer's legitimacy
957:Importance of Surveillance
954:Social Dependence of Change
381:(socio-economic ideologies)
51:List of forms of government
2288:
1867:Encyclopedia of Leadership
1369:
1269:
1202:
1134:
1137:Abusive power and control
502:(geo-cultural ideologies)
1642:Diana, Princess of Wales
1044:Further Differentiation
1739:Studies in Social Power
1213:Punishment (psychology)
765:Administrative division
709:International relations
1522:Information technology
1451:
1396:
1281:
1233:
1149:
2267:Sociological theories
2035:Petress, Ken (2003).
1860:"Power, Six Bases of"
1630:confidence tricksters
1526:cost-benefit analysis
1443:
1383:
1356:social responsibility
1279:
1232:
1148:, the infamous pirate
1144:
775:Democratic transition
638:Self-governing colony
235:Military dictatorship
2252:Political philosophy
1584:, smart phones, and
1414:cognitive dissonance
1344:compensatory damages
1205:Operant conditioning
1020:Socially Independent
882:social communication
852:social psychologists
1831:. pp. 371–382.
1766:Forsyth, Donelson R
1495:Informational power
871:informational power
814:Politics portal
699:Supranational union
608:Dependent territory
521:National government
2181:Berkowitz, Leonard
1634:Jacqueline Kennedy
1501:agent of influence
1452:
1397:
1282:
1280:Queen Elizabeth II
1234:
1224:September 11, 2001
1150:
1123:no simple answer.
1106:source credibility
1009:Socially Dependent
998:Socially Dependent
987:Socially Dependent
976:Socially Dependent
965:Socially Dependent
1991:(17): 1407–1425.
1876:978-1-4522-6530-8
1779:978-0-495-59952-4
1650:Bruce Springsteen
1638:Charles de Gaulle
1489:ethical judgement
1243:political scandal
1239:Warren G. Harding
1181:punitive behavior
1096:
1095:
1027:
1026:
935:Original typology
855:John R. P. French
848:
847:
799:
798:
770:Democracy indices
745:
744:
548:
547:
357:Semi-presidential
282:
281:
16:(Redirected from
2279:
2237:
2234:
2228:
2225:
2219:
2216:
2210:
2207:
2201:
2200:
2197:10.1037/h0049250
2177:
2168:
2165:
2159:
2156:
2150:
2147:
2141:
2138:
2129:
2126:
2120:
2117:
2111:
2108:
2097:
2094:
2088:
2087:
2078:(7): 1921–1944.
2068:Raven, Bertram H
2063:
2044:
2043:
2041:
2032:
2001:
2000:
1980:
1974:
1973:
1952:Lazarsfeld, Paul
1948:
1942:
1941:
1930:Raven, Bertram H
1926:
1887:
1886:
1884:
1883:
1864:
1856:Raven, Bertram H
1852:
1833:
1832:
1825:Raven, Bertram H
1821:
1784:
1783:
1762:
1743:
1742:
1735:Raven, Bertram H
1731:French, John R P
1727:
1575:Tools/mechanisms
1266:Legitimate power
1193:leadership style
1038:
948:
906:social influence
890:social influence
840:
833:
826:
812:
811:
759:
603:Associated state
561:
536:Internationalism
526:World government
503:
382:
314:
295:
269:Free association
256:
217:
136:
79:
67:
30:
21:
2287:
2286:
2282:
2281:
2280:
2278:
2277:
2276:
2262:Social concepts
2242:
2241:
2240:
2235:
2231:
2226:
2222:
2217:
2213:
2208:
2204:
2179:
2178:
2171:
2166:
2162:
2157:
2153:
2148:
2144:
2139:
2132:
2127:
2123:
2118:
2114:
2109:
2100:
2095:
2091:
2065:
2064:
2047:
2039:
2034:
2033:
2004:
1982:
1981:
1977:
1956:Etzioni, Amitai
1950:
1949:
1945:
1928:
1927:
1890:
1881:
1879:
1877:
1862:
1854:
1853:
1836:
1823:
1822:
1787:
1780:
1764:
1763:
1746:
1729:
1728:
1707:
1703:
1658:
1622:Osama bin Laden
1594:
1577:
1568:
1559:
1551:
1543:
1497:
1477:
1469:
1445:Julius Richmond
1438:
1410:
1402:
1388:and First Lady
1374:
1368:
1352:
1340:
1328:
1315:
1274:
1268:
1260:
1252:
1215:
1201:
1185:reward behavior
1174:
1166:
1139:
1133:
1101:
1036:
946:
937:
917:
844:
806:
801:
800:
787:Democratisation
780:Autocratization
756:
748:
747:
746:
703:
664:
643:Tributary state
633:Satellite state
588:
558:
557:Power structure
550:
549:
501:
500:
482:
453:
439:
430:Totalitarianism
380:
379:
361:
312:
311:
292:
284:
283:
278:
254:
246:
211:
203:
134:
126:
73:
64:
63:Source of power
41:Basic forms of
35:Politics series
28:
23:
22:
15:
12:
11:
5:
2285:
2283:
2275:
2274:
2269:
2264:
2259:
2254:
2244:
2243:
2239:
2238:
2229:
2220:
2211:
2202:
2191:(5): 429–436.
2169:
2160:
2151:
2142:
2130:
2121:
2112:
2098:
2089:
2045:
2002:
1975:
1943:
1888:
1875:
1858:(March 2004).
1834:
1785:
1778:
1770:Group Dynamics
1744:
1704:
1702:
1699:
1686:
1685:
1681:
1677:
1674:
1671:
1667:
1657:
1654:
1646:Michael Jordan
1593:
1590:
1576:
1573:
1567:
1564:
1558:
1555:
1550:
1547:
1542:
1539:
1496:
1493:
1476:
1473:
1468:
1465:
1437:
1434:
1409:
1406:
1401:
1398:
1372:Referent power
1370:Main article:
1367:
1366:Referent power
1364:
1351:
1348:
1339:
1336:
1327:
1324:
1314:
1311:
1267:
1264:
1259:
1256:
1251:
1248:
1200:
1197:
1173:
1170:
1165:
1162:
1132:
1131:Coercive power
1129:
1100:
1099:Bases of power
1097:
1094:
1093:
1090:
1086:
1085:
1082:
1078:
1077:
1074:
1070:
1069:
1066:
1062:
1061:
1058:
1054:
1053:
1050:
1046:
1045:
1042:
1041:Basis of Power
1035:
1032:
1025:
1024:
1021:
1018:
1014:
1013:
1010:
1007:
1003:
1002:
999:
996:
992:
991:
988:
985:
981:
980:
977:
974:
970:
969:
966:
963:
959:
958:
955:
952:
951:Basis of Power
945:
942:
936:
933:
916:
913:
846:
845:
843:
842:
835:
828:
820:
817:
816:
803:
802:
797:
796:
795:
794:
792:Hybrid regimes
789:
784:
783:
782:
772:
767:
757:
754:
753:
750:
749:
743:
742:
741:
740:
735:
730:
725:
723:Regional power
720:
712:
711:
705:
704:
702:
701:
696:
691:
686:
681:
673:
672:
666:
665:
663:
662:
657:
652:
645:
640:
635:
630:
628:Puppet monarch
625:
620:
615:
610:
605:
597:
596:
590:
589:
587:
586:
581:
576:
568:
567:
559:
556:
555:
552:
551:
546:
545:
544:
543:
538:
533:
528:
523:
518:
513:
505:
504:
499:
498:
493:
487:
484:
483:
481:
480:
479:
478:
473:
463:
461:State religion
455:
454:
452:
451:
448:
444:
441:
440:
438:
437:
432:
427:
422:
417:
412:
407:
402:
397:
392:
384:
383:
378:
377:
372:
366:
363:
362:
360:
359:
354:
349:
344:
339:
334:
332:Constitutional
329:
324:
316:
315:
310:
309:
304:
298:
293:
291:Power ideology
290:
289:
286:
285:
280:
279:
277:
276:
271:
266:
258:
257:
255:(rule by none)
248:
247:
245:
244:
239:
238:
237:
227:
219:
218:
205:
204:
202:
201:
196:
191:
186:
181:
176:
171:
166:
161:
156:
151:
146:
138:
137:
128:
127:
125:
124:
119:
114:
109:
107:Representative
104:
99:
94:
89:
81:
80:
65:
62:
61:
58:
57:
46:
45:
38:
37:
26:
24:
18:Coercive power
14:
13:
10:
9:
6:
4:
3:
2:
2284:
2273:
2270:
2268:
2265:
2263:
2260:
2258:
2255:
2253:
2250:
2249:
2247:
2233:
2230:
2224:
2221:
2215:
2212:
2206:
2203:
2198:
2194:
2190:
2186:
2182:
2176:
2174:
2170:
2164:
2161:
2155:
2152:
2146:
2143:
2137:
2135:
2131:
2125:
2122:
2116:
2113:
2107:
2105:
2103:
2099:
2093:
2090:
2085:
2081:
2077:
2073:
2069:
2062:
2060:
2058:
2056:
2054:
2052:
2050:
2046:
2038:
2031:
2029:
2027:
2025:
2023:
2021:
2019:
2017:
2015:
2013:
2011:
2009:
2007:
2003:
1998:
1994:
1990:
1986:
1979:
1976:
1971:
1967:
1963:
1962:
1957:
1953:
1947:
1944:
1940:(2): 217–244.
1939:
1935:
1931:
1925:
1923:
1921:
1919:
1917:
1915:
1913:
1911:
1909:
1907:
1905:
1903:
1901:
1899:
1897:
1895:
1893:
1889:
1878:
1872:
1868:
1861:
1857:
1851:
1849:
1847:
1845:
1843:
1841:
1839:
1835:
1830:
1826:
1820:
1818:
1816:
1814:
1812:
1810:
1808:
1806:
1804:
1802:
1800:
1798:
1796:
1794:
1792:
1790:
1786:
1781:
1775:
1771:
1767:
1761:
1759:
1757:
1755:
1753:
1751:
1749:
1745:
1740:
1736:
1732:
1726:
1724:
1722:
1720:
1718:
1716:
1714:
1712:
1710:
1706:
1700:
1698:
1694:
1690:
1682:
1678:
1675:
1672:
1668:
1664:
1663:
1662:
1656:Power Tactics
1655:
1653:
1651:
1647:
1643:
1639:
1635:
1631:
1627:
1623:
1619:
1615:
1611:
1607:
1601:
1598:
1591:
1589:
1587:
1583:
1574:
1572:
1566:Accessibility
1565:
1563:
1556:
1554:
1548:
1546:
1540:
1538:
1534:
1530:
1527:
1523:
1518:
1516:
1512:
1507:
1502:
1494:
1492:
1490:
1486:
1480:
1474:
1472:
1466:
1464:
1462:
1457:
1450:
1446:
1442:
1435:
1433:
1429:
1427:
1423:
1417:
1415:
1407:
1405:
1399:
1395:
1391:
1387:
1386:Ronald Reagan
1382:
1378:
1373:
1365:
1363:
1359:
1357:
1349:
1347:
1345:
1337:
1335:
1333:
1325:
1323:
1320:
1312:
1310:
1307:
1302:
1300:
1296:
1291:
1287:
1278:
1273:
1265:
1263:
1257:
1255:
1249:
1247:
1244:
1240:
1231:
1227:
1225:
1220:
1214:
1210:
1209:Reinforcement
1206:
1198:
1196:
1194:
1190:
1186:
1182:
1177:
1171:
1169:
1163:
1161:
1159:
1155:
1147:
1143:
1138:
1130:
1128:
1124:
1121:
1120:communication
1116:
1113:
1109:
1107:
1098:
1091:
1089:Informational
1088:
1087:
1083:
1080:
1079:
1075:
1072:
1071:
1067:
1064:
1063:
1059:
1056:
1055:
1051:
1048:
1047:
1043:
1040:
1039:
1033:
1031:
1022:
1019:
1017:Informational
1016:
1015:
1011:
1008:
1005:
1004:
1000:
997:
994:
993:
989:
986:
983:
982:
978:
975:
972:
971:
967:
964:
961:
960:
956:
953:
950:
949:
943:
941:
934:
932:
929:
924:
921:
914:
912:
909:
907:
902:
900:
895:
891:
887:
883:
878:
874:
872:
868:
864:
860:
859:Bertram Raven
856:
853:
841:
836:
834:
829:
827:
822:
821:
819:
818:
815:
810:
805:
804:
793:
790:
788:
785:
781:
778:
777:
776:
773:
771:
768:
766:
763:
762:
761:
760:
752:
751:
739:
736:
734:
731:
729:
726:
724:
721:
719:
716:
715:
714:
713:
710:
706:
700:
697:
695:
692:
690:
687:
685:
682:
680:
679:Confederation
677:
676:
675:
674:
671:
667:
661:
658:
656:
653:
651:
650:
646:
644:
641:
639:
636:
634:
631:
629:
626:
624:
621:
619:
616:
614:
611:
609:
606:
604:
601:
600:
599:
598:
595:
591:
585:
582:
580:
577:
575:
574:Unitary state
572:
571:
570:
569:
566:
562:
554:
553:
542:
539:
537:
534:
532:
529:
527:
524:
522:
519:
517:
514:
512:
509:
508:
507:
506:
497:
494:
492:
489:
488:
485:
477:
476:State atheism
474:
472:
469:
468:
467:
466:Secular state
464:
462:
459:
458:
457:
456:
449:
446:
445:
442:
436:
433:
431:
428:
426:
423:
421:
418:
416:
413:
411:
408:
406:
403:
401:
398:
396:
393:
391:
388:
387:
386:
385:
376:
373:
371:
370:Authoritarian
368:
367:
364:
358:
355:
353:
350:
348:
347:Parliamentary
345:
343:
340:
338:
335:
333:
330:
328:
325:
323:
320:
319:
318:
317:
308:
305:
303:
300:
299:
296:
288:
287:
275:
272:
270:
267:
265:
262:
261:
260:
259:
253:
249:
243:
240:
236:
233:
232:
231:
228:
226:
223:
222:
221:
220:
215:
210:
206:
200:
197:
195:
192:
190:
187:
185:
182:
180:
177:
175:
172:
170:
167:
165:
162:
160:
157:
155:
152:
150:
147:
145:
142:
141:
140:
139:
135:(rule by few)
133:
129:
123:
120:
118:
115:
113:
110:
108:
105:
103:
100:
98:
95:
93:
90:
88:
85:
84:
83:
82:
77:
72:
68:
60:
59:
56:
53:
52:
48:
47:
44:
39:
36:
32:
31:
19:
2232:
2223:
2214:
2205:
2188:
2184:
2163:
2154:
2145:
2124:
2115:
2092:
2075:
2071:
1988:
1984:
1978:
1960:
1946:
1937:
1933:
1880:. Retrieved
1866:
1828:
1769:
1738:
1695:
1691:
1687:
1659:
1626:David Koresh
1610:Adolf Hitler
1602:
1599:
1595:
1586:Social media
1578:
1569:
1560:
1552:
1544:
1535:
1531:
1519:
1498:
1485:common sense
1481:
1478:
1470:
1453:
1436:Expert power
1430:
1418:
1411:
1403:
1394:Billy Graham
1390:Nancy Reagan
1375:
1360:
1353:
1341:
1329:
1316:
1303:
1286:social norms
1283:
1272:Legitimation
1261:
1253:
1235:
1216:
1199:Reward power
1178:
1175:
1167:
1151:
1125:
1117:
1114:
1110:
1102:
1028:
1023:Unimportant
1012:Unimportant
1001:Unimportant
938:
925:
922:
918:
910:
903:
885:
880:Relating to
879:
875:
870:
866:
849:
728:Middle power
655:Vassal state
649:Buffer state
647:
623:Puppet state
618:Protectorate
594:Client state
584:Principality
410:Distributism
352:Presidential
230:Dictatorship
154:Gerontocracy
76:rule by many
49:
33:Part of the
1628:, and many
1515:self-esteem
1332:reciprocity
1326:Reciprocity
926:As we know
733:Great power
718:Small power
660:Viceroyalty
531:Nationalism
395:Colonialism
375:Libertarian
337:Directorial
214:rule by one
194:Technocracy
189:Stratocracy
169:Meritocracy
159:Kleptocracy
149:Aristocracy
2257:Persuasion
2246:Categories
1882:2012-01-30
1701:References
1511:persuasion
1461:perception
1426:role model
1422:conformity
1384:President
1350:Dependence
1306:compliance
1299:legitimacy
1290:obligation
1270:See also:
1250:Impersonal
1203:See also:
1164:Impersonal
1154:compliance
1146:Blackbeard
1135:See also:
1065:Legitimacy
990:Important
984:Legitimacy
979:Important
968:Important
928:leadership
894:persuasion
738:Superpower
694:Superstate
689:Federation
684:Devolution
670:Federalism
511:City-state
184:Plutocracy
179:Particracy
43:government
1614:Jim Jones
1506:cognition
1456:Expertise
1295:hierarchy
884:studies,
861:in 1959,
565:Unitarism
541:Globalism
447:Religious
435:Tribalism
425:Socialism
420:Feudalism
405:Despotism
400:Communism
390:Anarchism
327:Communist
274:Stateless
264:Anarchism
225:Despotism
209:Autocracy
199:Theocracy
164:Kritarchy
132:Oligarchy
117:Socialist
71:Democracy
1768:(2010).
1684:evasion.
1670:tactics.
1666:rewards.
1618:Idi Amin
1606:charisma
1582:internet
1549:Indirect
1475:Negative
1467:Positive
1408:Negative
1400:Positive
1313:Position
1258:Personal
1172:Personal
1158:coercion
1081:Referent
1049:Coercion
1006:Referent
962:Coercion
915:Overview
613:Dominion
342:Legalist
322:Absolute
307:Republic
302:Monarchy
174:Noocracy
144:Anocracy
97:Economic
87:Demarchy
1970:61-7443
1958:(ed.).
1219:rewards
1034:Table 2
944:Table 1
755:Related
450:Secular
415:Fascism
252:Anarchy
242:Tyranny
102:Liberal
1968:
1873:
1776:
1648:, and
1541:Direct
1338:Equity
1211:, and
1073:Expert
1057:Reward
995:Expert
973:Reward
579:Empire
491:Global
122:Others
112:Social
92:Direct
2040:(PDF)
1863:(PDF)
1392:with
1189:abuse
886:power
863:power
496:Local
1966:LCCN
1871:ISBN
1774:ISBN
857:and
2193:doi
2080:doi
1993:doi
1487:or
888:in
2248::
2189:66
2187:.
2172:^
2133:^
2101:^
2076:38
2074:.
2048:^
2005:^
1989:23
1987:.
1936:.
1891:^
1865:.
1837:^
1788:^
1747:^
1733:;
1708:^
1644:,
1640:,
1636:,
1624:,
1620:,
1616:,
1612:,
1491:.
1447:,
1207:,
873:.
2199:.
2195::
2086:.
2082::
2042:.
1999:.
1995::
1972:.
1938:7
1885:.
1782:.
1226:.
839:e
832:t
825:v
216:)
212:(
78:)
74:(
20:)
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