Table 1

Power bases and their relation to outcomes76

Power base	Example	Possible outcome
Power base	Example	Commitment and Cocreation	Compliance	Resistance*
Legitimate	Formal organisational leadership position; deserving the position matters for followers	Possible—if request is polite and very appropriate, situation is urgent or represents an enhancement	Likely—if request or order is seen as legitimate/beneficial	Possible—if arrogant demands are made or request does not appear proper, risk has not been appreciated
Reward	Performance reviews, raises, promotions, awards	Possible—if used in subtle, very personal way, if reward is valued	Likely—if used in a mechanical, impersonal way	Possible—if used in a manipulative, arrogant way
Coercive	Punishment/fear/bullying; usually results in disrespect/distrust	Very unlikely	Possible—if used in a helpful, non-punitive way	Likely—if used in a hostile or manipulative way; compliance is a violation of values or beliefs
Expert	Skills, knowledge and experience; sustained with maintenance of competencies	Likely—if request is persuasive and constituents share leader’s task goals	Possible—if request is persuasive but constituents are apathetic about task goals	Possible—if leader is arrogant or insulting, or constituents oppose task goals
Referent	Most important and real power; quality of relationship/how built; dependent on personal traits and values: honesty, integrity, trustworthiness and reliability	Likely, if request is believed to be important to leader	Possible—if request is perceived to be unimportant to leader	Possible—if request is for something that will bring harm to the leader
Other power base (not recognised in the original framework by French and Raven)
Information	May or may not be transient power (may dissipate when information is given away or may build credibility as a trusted source of relevant information)	Likely—if information is extremely important for the constituent for task at hand and personal goals/career growth	Likely—if information is important for the constituent for completing the task	Possible—if information is no longer relevant or if competing demands have a higher priority

Adapted (with permission) from Gary Yukl, Leadership in Organizations (1998, p 44).
*Resistance may include opposition and workaround strategies.