The use of power in leadership

Power is not just about titles and decision-making authority. It's about how you influence others through your language, your presence and how you set the tone in meetings and decision-making. In an era marked by complexity, diversity and high tempo, it's crucial that leaders develop awareness of which sources of power they actually wield -- and which ones they might overlook.

Eight sources of power that shape your leadership

Traditionally, power has been understood as something formal — linked to position and hierarchy. But recent research and management practices show that power also exists in the subtle: how you speak, what you convey without saying it directly, and how you make people feel.

Here's a holistic overview of eight key sources of power leaders should be aware of:

1. Formal power

Comes from the position you hold and the authority that comes with it. Gives legitimacy to set direction, allocate responsibilities and make decisions.

2. Reward power

Based on the ability to provide benefits — such as salaries, promotions, recognition or new opportunities. Often used unconsciously in everyday management.

3. Coercive power

Is about the ability to impose sanctions, exclude people from processes or create fear of consequences. Often destructive if not used with great care.

4. Expert power

Based on professional weight, experience or expertise. When coworkers or co-workers listen because you know what you're talking about.

5. Reference power

Comes from confidence, integrity or charisma. You exert influence because people respect you, and want to identify with you.

6. Information power

Occurs when you sit on important information — or control access to it. May be explicitly or subconsciously exclusionary.

7. Personality power

It builds on who you are, not just what you do. Your behavior, emotional presence, and energy level infect and affect your team's emotions, security, and room for action.

Example: A leader with inner calm and openness lowers the stress level in the group. A leader who radiates unease or perfectionism can activate caution and self-criticism in employees.

8. Priming

It's about how you — consciously or unconsciously — set the premises for how others think and feel, through language, framing, and questions.

Example: You say “we have to be careful so we don't make mistakes” and activate caution. You say “let's be curious and learn along the way” -- and activate courage and openness.

Why is this important for leaders?

Because you affect more than you think -- even when you're not trying.

Awareness of your own sources of power helps you to:

- Prevent insecurity and silence

- Build trust and participation

- Lead with intention — not impulse

- Develop yourself through the reactions of others

Without reflection, power can seem exclusionary, even if that was never the intention. With reflection, power becomes a source of interaction, development and security.

An example from reality

In a management meeting, a middle manager takes the floor quickly and sharply:

“This is going too slow. We don't have time to consider all options.” Few respond. The mood tightens. An experienced employee lowers his gaze. Afterward, she says in the corridor, “I really had a different perspective, but it didn't seem like there was room for it.”

Without wanting to, the leader used his priming power to narrow the conversation. And its personality power (intensity, pace, rhetorical power) to dominate the room. The learning point? Power works -- no matter the intention.

Reflection questions for you as a leader

- Which of the eight sources of power do I use the most?

- Is there someone I underestimate -- like personality or priming?

- How does my behavior affect confidence and initiative in the team?

- What can I do in the next meeting to use my power more consciously?

In summary: Power in leadership requires awareness and responsibility

Power is not something you can opt out of as a leader. But you can -- and should -- choose how you use it.

The most impactful leaders today are not the ones who shout the loudest, know the most, or control the most. They are the ones who understand how they act on others -- and take responsibility for it.

When you know your sources of power, and use them wisely, you don't just create results — you create room for growth, meaning, and trust.

Would you like to explore this further in your leadership team? Feel free to get in touch for a conversation.

References

- French, J. R. P., & Raven, B. (1959). The bases of social power.

- Yukl, G. (2013). Leadership in Organizations.

- Goleman, D. (1998). What Makes a Leader? Harvard Business Review.

- Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.

- Northouse, P.G. (2021). Leadership: Theory and Practice.

- Research on psychological safety, social awareness and the Pygmalion effect in leadership [2].

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