Where Leadership Power comes from…

When you ask your team to do something, have you ever stopped to ask why they do it?

It’s not always because “you’re the boss.”

Every time a leader makes a request, they’re unconsciously drawing on one (or more) of five types of leadership power.

Power, in this context, simply means: your ability to create change in others.

Here’s a breakdown:
𝟭. 𝗖𝗼𝗲𝗿𝗰𝗶𝘃𝗲 𝗣𝗼𝘄𝗲𝗿
“Do this, or there will be consequences.”
Used sparingly, this reinforces non-negotiables like safety or ethical conduct.
E.g. “Breaching safety policies may result in termination.”

𝟮. 𝗥𝗲𝘄𝗮𝗿𝗱 𝗣𝗼𝘄𝗲𝗿
“Do this, and something good will happen.”
This can motivate, but used too often, it creates entitlement.
Best used when unexpected.
E.g. “Here’s a bonus for your outstanding results last quarter.”

𝟯. 𝗟𝗲𝗴𝗶𝘁𝗶𝗺𝗮𝘁𝗲 𝗣𝗼𝘄𝗲𝗿
“Do this because I’m your leader.”
It comes from your title. It’s necessary in uncertain moments when clarity is key and the captains call is necessary to give your team certainty.
E.g. “Thanks for your input, the best course from here is X.”

𝟰. 𝗘𝘅𝗽𝗲𝗿𝘁 𝗣𝗼𝘄𝗲𝗿
“Do this because I’ve done it before or because I've got the answers.”
This is a good way to demonstrate competence, which builds trust, but over-reliance stifles your team’s growth.
Use it to guide, not to dominate.

𝟱. 𝗥𝗲𝗳𝗲𝗿𝗲𝗻𝘁 𝗣𝗼𝘄𝗲𝗿
“Do this because it’s me asking.”
This is the strongest form of power, based on trust, relationship, and respect.
You’ve earned the right to influence.

The most effective leaders choose which type of power to use with intention.

They don’t default to “because I said so.”

So, ask yourself:
When I make a request, what type of power am I really using?
And is it best suited for this situation?