French and Raven’s (1959) five bases of power are often used to understand and analyze the sources of power that a leader can use to influence others. These five bases of power include:
Coercive power: the ability to punish or harm others to achieve compliance.
Reward power: the ability to provide rewards or incentives to influence behavior.
Legitimate power: power that is granted by virtue of one’s position or title.
Expert power: power that comes from possessing specialized knowledge or skills.
Referent power: power that comes from being admired, respected, and liked by others.
How could a leader apply French and Raven’s (1959) five bases of power in the process of managing a new team is a significant topic to discuss. From my point of view, a leader who is managing a new team can use each of these bases of power to create a positive and productive work environment. For each stage of French and Raven’s (1959) five power, with regard to coercive power, while this power should be used sparingly, a leader can use the threat of punishment or negative consequences to ensure that team members follow through on their responsibilities. For example, a leader might remind team members of the consequences of missing a deadline or failing to meet a quality standard. While reward power means that a leader can use rewards to motivate team members to perform well. For example, a leader might offer bonuses or recognition to team members who exceed their goals or who demonstrate exceptional teamwork. For legitimate power, a leader can use their position or title to set expectations for team members and create a sense of order and structure within the team. For example, a leader might establish a clear chain of command or create guidelines for how decisions will be made. In addition, expert power means that a leader who possesses specialized knowledge or skills can use this expertise to guide and advise team members. For example, a leader who is an expert in a particular field might offer insights and suggestions for how to approach a complex problem. Referent power is A leader who is admired, respected, and liked by team members who can use this influence to build strong relationships and create a positive work culture. For example, a leader might take the time to get to know each team member personally and show appreciation for their contributions.
In conclusion, a leader managing a new team could create a positive and productive work environment by using French and Raven’s five bases of power to balance the different types of power and adapt their leadership style to meet the needs of their team.
Reference
French, J. and Raven, B. (1959). The Bases of Social Power. In Studies in Social Power, D. Cartwright, Ed., pp. 150-167. Ann Arbor, MI: Institute for Social Research.