Among the above five powers, statutory power, reward power and punishment power are all derived from organizational positions.
Expert power derives from its own knowledge, experience and reputation. Statutory powers should be used in conjunction with expert powers and incentive powers.
PMI recommends that project managers use incentive and expert powers as much as possible and avoid punitive powers as much as possible.
In a hitherto immortal paper published in 1959 by the social psychologists John. French and Bertram. Raven, they proposed a model of five categories of power, the Models reflect the different bases or resources on which power holders depend.
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legal power
Legitimate power refers to the power that an individual possesses because of his position and position in the organization . Legitimate power is the formal power of the position held on behalf of the position. It is usually accompanied by various power features such as uniforms, offices, etc. This is the most obvious and important kind of power. (Example: I am responsible for this matter, just do it)
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Reward power
Reward power relies on the ability of the user of this power to grant valuable material rewards, and it involves the extent to which individuals are able to give rewards to others , such as benefits, time off, desired gifts, promotions, or raises. This power is obvious, but also ineffective if abused. People who abuse reward power may become too aggressive or blamed for getting ahead or making things go too fast.
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power to punish
Punishment power refers to the application of negative influence on employees. It may involve downgrading or withholding of eligibility rights for other bonuses. Those who submit to this power are motivated by a desire for a reward that is worthwhile or out of fear of not being rewarded. Punishing power tends to be the most obvious and least effective form of power because it builds resentment and resistance in the object of punishing power.
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expert power
Expert power is an individual power that arises from the fact that the person has certain skills or technical expertise , and those skills or technical expertise are exactly what the organization needs. Unlike other categories of authority, this authority is usually very specific and limited to specialized areas in which experts are trained and qualified. This type of power was later further subdivided into information power. (Example: This project manager is an expert in this area, listen to him right)
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information power
The difference between expert power and information power is very small, and those with this power are well- informed, up-to-date, and able to persuade others . Another difference is that someone with expert power can show credibility through his/her expert image (eg, a qualified doctor will wear a doctor's uniform) and thus be considered to have expert power; while someone with information power is not strictly The requirement is to "look professional", but they must keep up to date with the latest research and have the confidence to argue or be persuasive.
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referential power
Referential power refers to the power or ability that an individual possesses to attract others and build their loyalty to oneself. This power is based on the charismatic and interpersonal skills of the power-holder . Followers of this power identify very well with these personal qualities and derive satisfaction from being a recognized follower. Nationalism or patriotism is also considered an intangible referential power. For example, warriors fight in war to defend the honor of their country. This is the second most obvious power (relative to legal power), but the most effective.
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diver power
Borrowing the authority of someone with more power to enhance your own power . Relative to "legal power", although it is not officially authorized, it has influence due to the attention and attention of senior government officials, business executives, etc. (eg: I and the CEO are neighbors)
Reference: https://www.cnblogs.com/shadrach/p/7869199.html