The X Axis of Power and Y Axis of Influence
One way to display our understanding of power and influence, core concepts to leadership, is to plot them on a scattergram with an X and Y Axis. Using a Likert type of scale with 5 points on each axis, a clear picture is created when we place the Types of Power on the X Axis and the Types of Influence on the Y axis. This is foundational in creating a clear understanding of how each Leadership role presents itself to the crew.
Based on our previous discussion and the information from the provided source, here’s a breakdown of the types of power and influence:
Types of Power:
Legitimate Power
Also known as “positional power” also known as “titular power,” it is derived from the position or role a person holds within an organization or structure.
We can see examples of this kind of power in positions such as a CEO, a manager, or any official role that comes with specified responsibilities and authorities.
Referent Power
This base of power stems from a leader’s personal charisma, whether or not they are likable, and their ability to both attract and build sustainable loyalty.
This kind of power is often seen reflected in the persuasiveness of influential figures who have a strong personal brand or a powerful reputation. The actions and statements of those such as celebrities or respected community or political leaders sometimes result in others taking action. This kind of influence can be reflected in how people take action. Whether that may be positive action (meaning they do something) or negative action (meaning they refuse, or fail, to do something).
Expert Power
Derived from a leader’s skill set, their knowledge, and demonstrated expertise in a particular area.
Professionals like doctors, lawyers, or subject matter experts in a field typically hold this type of power.
Reward Power
Based on the ability to confer rewards to others, such as promotions, pay raises, or other benefits.
Managers who can offer incentives or bonuses to their employees exercise this type of power.
Coercive Power
Coercive power is often aggressive in its expression. This is because it is based on the ability of the leader to enforce or prevent behaviors through penalties, threats, and/or punishments.
It can be seen in scenarios where there’s a threat of job termination, demotion, or any form of penalty for non-compliance.
Types of Influence:
Soft Power
Influence derived from attraction and persuasion rather than coercion.
Examples include socio-cultural influence, diplomacy, and the appeal of certain ideologies.
Stern Power
Influence that’s based on coercive tactics such as military intervention, economic sanctions, or other forms of pressure.
It’s more direct and often involves tangible resources or force.
Cultural Hegemony
A form of influence where dominant groups in society establish and promote their cultural norms and values as the standard, often sidelining other cultures or beliefs.
This can be seen in how mainstream media, education, and other institutions might favor one culture or set of beliefs over others.
Normative Influence
This refers to power based in what is considered “normal” or “default” in society. What’s unmarked or unremarkable becomes the standard against which everything else is compared.
For instance, in many contexts, if a person’s race or gender isn’t specified, societal norms might make certain assumptions based on prevailing stereotypes.
Counterpower (or Dual Power)
This is the power or influence that marginalized or oppressed groups might develop as a response to the dominant power structures.
Counterpower is contrapositive to normative power. It will typically manifest itself in various ways and is usually decentralized.
It is often found in what some would call “grassroots movements” to alternative institutions that challenge the status quo.
Understanding these different types of power bases and forms of influence is formative for both society and companies or organizations, as a microcosm of society. The rails of power and influence are similar to the ‘iako which connect the canoe to the outrigger float on the Wa’a.
Power and influence are both expressed socially, politically, and organizationally contexts and we must keep them in mind if we are to be effective personally and professionally. Properly secured and used, they help us move faster and keep us from capsizing. As we stated at the beginning, these axes help us to clarify the power, influence and utility of the different leadership roles defined by the Canoe Leadership Role Theory.