Power forms/scores in leadership & negotiations: A model assessing power in leaders
- R.M. Boylan
- Mar 1
- 6 min read
Updated: Mar 13
R.M. Boylan, BSc. M.A. Masters in Leadership Studies
"Viewing our bodies and the earth as mirrors of one another, they suggest that the extremes witnessed in one may be considered as metaphors for changes within the other."
The "ISAIAH EFFECT"
Gregg Braden
Introduction
Our ability to negotiate as a leader is very much linked to our character. Character defines self-awareness and ability to see the other side's point of view. This has a biological and neurological link. Despite the biological issue, leaders can still improve if the volition to do so is there.
Hard vs. Soft Power
Hard power and soft power are two distinct approaches to influence and leadership. Hard power refers to the use of coercive tactics, such as military force or economic sanctions & violence, to achieve political or leadership objectives. In contrast, soft power relies on persuasion, attraction, and the ability to shape the preferences of others through cultural influence, diplomacy, and values.
Higher faculties of the mind in leadership
In order to use the higher faculties of the mind, one must have access to the neurons in the higher mind. That implies the higher executive functions of the mind the prefrontal cortex must be developed to its full capacity for use. This requires optimum development from birth until the age of 25 for females and 27 for males. After 27 years of age, it is almost impossible to develop this part of the brain in a human being or leader, the hardware is complete so is the value system.
For decision-making and evaluating the consequences of decision-making for leadership the prefrontal cortex is the most important part of the brain for a leader. Neurons are required in the prefrontal cortex and it cannot be a half job. With age we need to maintain the integrity of the prefrontal cortex with advanced focusing techniques like meditation. These neurons are paramount for effective leadership and decision-making. The neurons are developed before the age of 25 in females and 27 years of age in males.
The reptilian core of the brain is not a brain system for decision-making in leadership as it is akin to an animal and reacts like one with impulsivity. This impulsivity in humans is driven by aversions and cravings. As a result, the higher executive functions of the brain must be in top shape and highly developed in all leaders for effective, moral and responsible leadership.
Ego development is a construct for evaluating leaders and humans to determine what level of development they are at. This can indicate their ability to reason at higher levels. It is the only instrument and test that can evaluate whether a leader is a danger to himself, a danger to others and/or a danger to the world.
Hard Power Sources
Military Force: The use of armed forces to compel or deter actions by other states or entities.
Economic Sanctions: Imposing restrictions on trade or financial transactions to influence behavior through economic violence.
Coercive Diplomacy: Threatening to use force or other forms of pressure to compel compliance.
Soft Power Sources
Cultural Influence: Promoting cultural values and practices that resonate with others.
Diplomacy: Engaging in dialogue and negotiation to resolve conflicts and build relationships.
Ideological Appeal: Attracting others through shared beliefs and values.
Referent power: Conscious deployment of referent power.
Referent Power vs. Coercive Power
Referent power is derived from the personal qualities and relationships of a leader, leading others to follow them out of admiration or respect. Coercive power, on the other hand, is based on the ability to impose penalties, harm or sanctions. While referent power fosters loyalty and voluntary compliance, coercive power often leads to fear and compliance out of necessity.
Forms of Power
1. Authoritative Power 25%
Definition: Authoritative power is derived from a leader's ability to enforce rules and regulations, often based on their position within an organization or society. This form of power is recognized and accepted by followers, who comply due to the leader's legitimate authority.
In the wrong hands, authoritative power can be a dangerous weapon of oppression and destruction. As was seen in the Second World War with Adolf Hitler, followers mimic leaders or figures in authority. The Milgram Experiment revealed that up to 65% of followers are willing to inflict pain on others when an authoritative figure tells them to do it.
Conversely, leaders with authoritative power have the most power to get followers to do good things and even great things for society and humanity.
Percentage Importance: 25%
References: French, J.R.P. & Raven, B. (1959). "The Bases of Social Power." In Studies in Social Power.
Effective Use: Franklin D. Roosevelt effectively used authoritative power during the New Deal, implementing policies that were accepted due to his presidential authority.
Ineffective Use: Adolf Hitler exemplified poor use of authoritative power, leading to authoritarianism and widespread human rights abuses inflicting tragic pain and suffering on the world which will be remembered forever.
2. Referent Power 20%
Definition: Referent power comes from the personal traits and respect a leader commands. Followers are drawn to the leader's charisma and interpersonal skills, fostering loyalty and admiration.
Percentage Importance: 20%
References: Raven, B.H. (1993). "The Bases of Power: Origins and Recent Developments." Journal of Social Issues.
Effective Use: Nelson Mandela effectively used referent power, inspiring loyalty and unity in post-apartheid South Africa through his personal integrity and vision.
Ineffective Use: Jim Jones of the Peoples Temple misused referent power, leading followers to tragic outcomes due to manipulation and coercion.
3. Positional Power 20%
Definition: Positional power is based on the formal authority granted to a leader by their position within an organization. This includes the ability to reward or punish subordinates.
Percentage Importance: 20%
References: Kotter, J.P. (1990). "What Leaders Really Do." Harvard Business Review.
Effective Use: General Dwight D. Eisenhower effectively used positional power during World War II to lead Allied forces to victory.
Ineffective Use: Richard Nixon’s misuse of positional power during the Watergate scandal resulted in a loss of trust and his eventual resignation.
4. Knowledge Power 15%
Definition: Knowledge power stems from possessing specialized information or expertise that others do not have. This form of power can influence decisions and actions based on the leader's insights.
Percentage Importance: 15%
References: Nonaka, I. & Takeuchi, H. (1995). "The Knowledge-Creating Company." Harvard Business Review Press.
Effective Use: Steve Jobs used knowledge power in technology and design, leading Apple to become a leader in innovation.
Ineffective Use: The BP oil spill in 2010 illustrated poor use of knowledge power, as executives ignored critical safety information, leading to a catastrophic disaster.
5. Coercive Power 10%
Definition: Coercive power is based on the ability to force compliance through threats or punishment. This power can create fear among followers.
Percentage Importance: 10%
References: Raven, B.H. (2008). "The Bases of Power and Power/Interaction Model of Interpersonal Influence." Analyses of Social Issues and Public Policy.
Effective Use: Coercive power can be seen in military contexts where compliance is necessary for operational success.
Ineffective Use: The Soviet Union under Stalin is a historical example of poor use, where coercive power led to widespread oppression and purges.
6. Reward Power 10%
Definition: Reward power is based on a leader's ability to provide rewards or incentives to followers for compliance or performance.
Percentage Importance: 10%
References: French, J.R.P. & Raven, B. (1959). "The Bases of Social Power." In Studies in Social Power.
Effective Use: Leaders like Bill Gates have effectively used reward power to motivate employees through bonuses and recognition.
Ineffective Use: Poor application can be seen in organizations where favoritism undermines morale and leads to resentment.
Use of Force and Violence in Leadership
The use of force and violence in leadership is often associated with hard power and can manifest in authoritarian regimes. Leaders who rely on coercive measures may do so to maintain control, suppress dissent, or achieve specific goals. However, such approaches can lead to instability, resistance, and long-term repercussions for governance and leadership.
Conclusion
Understanding these forms of power is essential for effective leadership. Leaders must balance these powers wisely to inspire, motivate, and guide their followers while avoiding the pitfalls of misuse that have led to historical failures and tragedies.
References:
-Boylan, R.M. (2006-2009). Conflicts and considerations comparing Abraham Maslow's hierarchy of needs to Jane Loevinger's model of ego development for assessing the level of development of a leader. M.A. Leadership Studies.
-French, J.R.P. & Raven, B. (1959). "The Bases of Social Power." In Studies in Social Power.
Raven, B.H. (2008). "The Bases of Power and Power/Interaction Model of Interpersonal Influence." Analyses of Social Issues and Public Policy.
-Kotter, J.P. (1990). "What Leaders Really Do." Harvard Business Review.
-Nonaka, I. & Takeuchi, H. (1995). "The Knowledge-Creating Company." Harvard Business Review Press.
- chrome-extension://efaidnbmnnnibpcajpcglclefindmkaj/http://www.communicationcache.com/uploads/1/0/8/8/10887248/the_bases_of_social_power_-_chapter_20_-_1959.pdf
-Bass, B.M., Riggio, R.E. (2006). Transformational Leadership. Second Edition. Lawrence Erlbaum Associates, Publishers.
- Dutton, K. (2012). *The Wisdom of Psychopaths: What Saints, Spies, and Serial Killers Can Teach Us About Success.* Crown Publishing Group.
- Blair, R. J. R. (2007). *The neurobiology of psychopathy.* *Psychological Medicine*, 37(5), 781-791.
- Raine, A. (2002). *Biosocial Studies of Antisocial and Violent Behavior.* *In Handbook of Antisocial Behavior*, 20-34.
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