7/31/2019 Referent and Legitimate Power

1/3

Referent power is individual power of an individual over the Team or Followers, based on a

high level of identification with, admiration of, or respect for the powerholder/ leader.

Nationalism, patriotism, celebrities, mass leaders and widely-respected people are examples

of referent power in effect.

Referent power is one of theFive Bases of Social Power, as defined byBertram Ravenand

his colleagues in 1959.

Definition: Referent power refers to the ability of a leader to influence a follower because of

the follower's loyalty, respect, friendship, admiration, affection, or a desire to gain approval.

Referent power is gained by a leader who has strong interpersonal relationship skills.

Referent power, as an aspect of personal power, becomes particularly important as

organizational leadership is increasingly about collaboration and influence rather than

command and control.

COERCIVE POWER. Coercive power results from the expectation of a

negative reward if your wishes are not obeyed. For example,suppose you

have counseled a subordinate twice for minor infractions of regulations. At the

third counseling session, you threaten the subordinate

with NJP. At the next occurrence of the un-desirable behavior, you place the

subordinate onreport.Coercive power works, but is not the preferredmethod of

leading subordinates. It works best if used when all else fails and you feel sure you

cancarry through with a threat. Before giving a

threat, you should have some insight as to howthe CO will handle the case.

You do not want torecommend maximum punishment only to have the CO

dismiss the case at mast.LEGITIMATE POWER.Legitimate power

comes from the authority of your rate and

position in the chain of command. You use this power in day-to-

day business. Although legitimate power increases with added responsibilities,

youcan decrease that power if you fail to meet all

ofyour responsibilities.To increase your legitimate power, assumesome of thedivision officers responsibilities. Atfirst, the division officer will be glad to have

thehelp. In time, the division officer will view theresponsibilities as yours a

nd formally delegateadditional authority to you. That would

increaseyour legitimate power without diminishing thepower of the division

officer.Just as you can increase your legitimate

powerby assuming more responsibility, you can decreasethat power by losing

responsibility. For example,if you permit the division officer to assume

someof your responsibilities, the division officer willeventually begin to viewyour responsibilities

http://en.wikipedia.org/wiki/Power_(sociology)#Five_bases_of_powerhttp://en.wikipedia.org/wiki/Power_(sociology)#Five_bases_of_powerhttp://en.wikipedia.org/wiki/Power_(sociology)#Five_bases_of_powerhttp://en.wikipedia.org/wiki/Bertram_Ravenhttp://en.wikipedia.org/wiki/Bertram_Ravenhttp://en.wikipedia.org/wiki/Bertram_Ravenhttp://en.wikipedia.org/wiki/Bertram_Ravenhttp://en.wikipedia.org/wiki/Power_(sociology)#Five_bases_of_power

7/31/2019 Referent and Legitimate Power

2/3

ashis or hers. You will then have less legitimatepower. However, when a su

bordinate wishes toassume some of your responsibilities, formallydelegate tho

se responsibilities to the subordinate.That makes the subordinate accountable to

you.You then increase the subordinates power

whileretaining your power.INFORMATIONAL POWER. Informationalpower depends on your giving or withholding ofinformation or

having knowledge that others donot have. Use informational power when

givingorders to subordinates. Give orders in such amanner that your subordi

nates presume the orderoriginated at your level. When forced to

complywith orders you do not agree with, dont introducethe order by sayin

g "The division officersaid. . ." Phrase and present the order in amanner

that leaves no doubt you initiated it.Rely on your own resources to stay fully

informedinstead of depending on others. Subordinates maypresent unreliableinformation in a manner thatmakes it appear to be true. Superiors may becomeso

involved with projects they forget to keep

youinformed of tasks being assigned or upcominginspections. Information is

power. Stay informed!REFERENT POWER. Referent powerderives from

your subordinates identification

orassociation with you. You have this power bysimply being "the chief."

People identify with theideals you stand for.The chief has a pre-established

image. You

canenhance that image by exhibiting charisma,courage, and charm. An impro

ved image increasesyour referent power. Always be aware of howothers will

perceive your actions. A negative imagein the eyes of others will lessen your

power

andrender you ineffective. Maintain a positive image!EXPERT POWER.

Expert power comesfrom your knowledge in a specific area throughwhich y

ou influence others. You have expertpower because your subordinates regard

you asan expert in your rating. Subordinates may

alsohave this type of power. When you combineexpert power with other

types of power, you willfind it an effective tool in influencing others.However,

when you use it by itself, you will

findit ineffective.LEADERSHIPGood leadership is of primary impor-

tance in that it provides the motivatingforce which leads to coordinated acti

onand unity of effort. Personnel leadershipmust be fused with authority since a

leadermust encourage, inspire, teach,

stimulate,and motivate all individuals of the organi-zation to perform their

respective assign-ments well, enthusiastically, and as ateam.Leadership must ensure equity for eachmember of the organization. Co

7/31/2019 Referent and Legitimate Power

3/3

ncerningactions in his or her area of responsibility,the leader should never

allow a subordinateto be criticized or penalized except byhimself or herself or

such other authorityas the law prescribes.Standard O

Transformational changeA shift in thebusiness cultureofanorganizationresulting from achangein the underlyingstrategyand processes

that the organization has used in the past. A transformational change is designed

to be organization-wide and is enacted over aperiodof time.

Read

more:http://www.businessdictionary.com/definition/transform

ational-change.html#ixzz1vb2eYWbL

http://www.businessdictionary.com/definition/business-culture.htmlhttp://www.businessdictionary.com/definition/business-culture.htmlhttp://www.businessdictionary.com/definition/business-culture.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/change.htmlhttp://www.businessdictionary.com/definition/change.htmlhttp://www.businessdictionary.com/definition/change.htmlhttp://www.businessdictionary.com/definition/strategy.htmlhttp://www.businessdictionary.com/definition/strategy.htmlhttp://www.businessdictionary.com/definition/strategy.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/transformational-change.html#ixzz1vb2eYWbLhttp://www.businessdictionary.com/definition/transformational-change.html#ixzz1vb2eYWbLhttp://www.businessdictionary.com/definition/transformational-change.html#ixzz1vb2eYWbLhttp://www.businessdictionary.com/definition/transformational-change.html#ixzz1vb2eYWbLhttp://www.businessdictionary.com/definition/transformational-change.html#ixzz1vb2eYWbLhttp://www.businessdictionary.com/definition/transformational-change.html#ixzz1vb2eYWbLhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/strategy.htmlhttp://www.businessdictionary.com/definition/change.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/business-culture.html