Power refers to the capacity that A has to influence the behavior of B, so that B does something he would not otherwise do. Using the power would enable the power-holder to be able to manipulate the behavior of others. According to French and Raven, there are 5 sources of power.

• Legitimate Power

The formal position of a person in an organization does come with some authority. This source of power is based on the formal rights one receives as a result of holding an authoritative position or role in an organization.

• Reward Power

This depends on the leader’s ability to reward subordinates for compliance. Subordinates comply in their superior’s requests in the belief that their behaviours will be rewarded. The definition of rewards would limit to material rewards, such as favourable job assignments, preferred vacation schedules, good performance appraisal that leads to higher increase in salary and promotions and others.

• Coercive Power

The coercive base depends on fear. One reacts to this power out of fear of the negative ramification that might result if one fails to comply. It may in the form of official reprimands, less desirable work assignments or lower rating in annual appraisal.

• Referent Power

Referent power develops out of others’ admiration for a person and their desire to model their behavior and attitudes after that person. Referent power is associated with leaders who possess admirable characteristics, charisma or excellent reputation.

• Expertise Power

This is the influence that derives from specialized skills or knowledge, such as having the ability to access and control unique and valuable information. However, this source of power is narrow in scope because a person’s expertise is generally limited to specific task areas. Also, the rapid technological changes could cause a person’s skills to be obsolete easily.