How to Use The Five Types of Power as a Leader

Power is a force of influence and authority. Most leaders wield power, but how power is manifested and used often differs between leaders. Where does a leader get power from? Or do a leader’s followers give it to them? Well it’s both. In this post, we’ll be looking at the five different types of power a leader can use, with some advice on when these powers should be used, and perhaps when not.

The five types of power come from distinctly different sources. Here’s an overview:

1. Expert Power: When a leader has significant domain knowledge/skills. E.g. an expert accountant influences how junior accountants go about their tasks
2. Positional Power: Comes when a leader has a legitimately held position of authority. E.g. typically, the CEO of an organization has the highest positional power
3. Reward Power: Is evident when a leader can give, or take away, a reward. E.g. a leader can influence a follower’s behavior by awarding a bonus, or taking away perks
4. Coercive Power: This is felt when a leader creates the perception of a threat. E.g. a leader has coercive power if their followers believe that she will initiate disciplinary action
5. Personal Power: Influence gained by persuasion. E.g. a manager may have to rely on nothing more than a friendly please and thankyou for an employee to perform a task

So now we will look at each of these types of power and consider when they could be used, and when it’s not appropriate to use them…

Types of Power: Expert Power

If you’re reading this, chances are you’re a professional who’s in a position of authority, or at least you wield influence through your knowledge. You might not be the CEO or hold a formal leadership title, but you have something far more powerful in certain situations: expert power. And here’s the blunt truth: in many cases, expert power can trump formal authority. Whether you’re aware of it or not, the depth of your knowledge gives you a substantial amount of influence in your field, and that makes you a force to be reckoned with—if you know how to wield it properly.

Let’s cut through the nonsense. Expert power comes from your specialized knowledge or skillset, often in areas where others are clueless or only have surface-level understanding. This is what makes you valuable. When you speak, people listen—not because they like you or because you hold a managerial title, but because you know what the hell you’re talking about. It’s the esoteric nature of your subject matter that makes your input vital to the success of decisions.

Take this scenario: you’re a programmer working on a niche application. The project’s success or failure could hinge on your understanding of the codebase. You’re not the project manager, nor do you have the final say on budget allocations, but your insights guide the direction of the project because no one else knows the system like you do. Or picture a support engineer who’s the go-to person for solving complex technical issues. Their expert power allows them to shape processes, guide others, and make decisions that have a real impact, even if they don’t have a fancy title.

Here’s the first tough pill to swallow: expert power isn’t always tied to leadership roles, and that can make things awkward. It’s common to see followers—people like you—wielding more expert power than their own leaders. And you know what? That can make leaders uncomfortable. It can also put you in a tricky position. You might find yourself knowing more than your boss, and while that’s a great ego boost, it can create tension, resentment, or worse, stagnation if handled poorly.

Let’s be honest—if you’re the expert and your boss is clueless, you’re in a vulnerable spot. This isn’t just about being undervalued. It’s about being in a situation where your boss might feel threatened by your knowledge, and that’s a recipe for all kinds of professional awkwardness. The reality is that your superior might never have the time—or the inclination—to gain your level of expertise. And why should they? Is it realistic to expect a Finance Director to take a deep dive into Cisco Systems to properly understand the nuances of network infrastructure? Absolutely not. That’s your job, and their job is to rely on you for that expertise. But don’t let that go to your head.

Don’t rely on expert power alone. Sure, it’s powerful. But let’s not kid ourselves—being the most knowledgeable person in the room doesn’t always mean you’ll get your way, nor does it mean people will automatically respect you. Expert power, while potent, is often not enough on its own to get results or sway decisions. To be truly influential, you need to combine it with other types of power—positional, referent, or even coercive power—depending on the situation. And here’s the kicker: failing to do so could leave you in a precarious position where your expertise is overlooked or, worse, undermined.

Here’s another hard truth: expert power isn’t easy to come by. It takes years of honing your skills, experience, and staying ahead of the curve. While it’s a powerful asset, it can also be isolating. You’ve probably seen this in action, especially if you work in a fast-moving field like IT or tech. There are always people who think that hoarding knowledge gives them leverage, and in some cases, it does—temporarily. But this strategy is short-sighted and ultimately self-destructive.

Withholding knowledge as a means of maintaining power is lazy, selfish, and dangerous. And frankly, it’s a sign of insecurity. If you feel the need to guard your knowledge like it’s some treasure chest, you’re playing a losing game. In fact, it’s a classic sign that someone is threatened—by new team members, by impending changes in the organization, or by the fear of becoming obsolete. I’ve seen it countless times, especially in departments that are facing outsourcing or restructuring. People think they can cling to their relevance by keeping others in the dark. Spoiler alert: that never ends well.

If you’re a leader, this is where your other powers come into play. You can’t afford to let hoarding behavior take root in your team. It stifles collaboration, halts progress, and creates a toxic work environment where no one trusts anyone else. Leaders who ignore this kind of behavior are basically giving it permission to continue. Instead, you need to tackle it head-on. Use your reward power to incentivize knowledge sharing. Recognize and celebrate those who contribute to the collective pool of expertise rather than those who guard it selfishly.

But rewards alone won’t cut it. Sometimes you have to get personal. Build stronger relationships with those who feel threatened or isolated in their expertise. Convince them that sharing their knowledge won’t diminish their value—in fact, it will do the opposite. The more you empower others with your expertise, the more valuable you become, both to your team and the organization. It’s that simple. And if someone on your team can’t see that, well, maybe it’s time for them to find a new team.

Now, let’s talk about you. If you’re the one wielding expert power, recognize the immense influence you hold—but don’t let it go to your head. Having specialized knowledge is like holding a wildcard in your hand. It can win you a round, but it doesn’t guarantee you’ll win the whole game. You still need to play it wisely. Expert power alone doesn’t grant you leadership, respect, or authority. It gives you the opportunity to earn those things, but that’s it.

Be careful not to rely too heavily on your expertise to get by. It’s easy to fall into the trap of thinking that just because you’re the most knowledgeable person in the room, people will automatically listen to you. That’s not how it works. Knowledge is only powerful when it’s combined with the right strategies for influence. If you want to truly make an impact, you need to be able to communicate your expertise effectively, build strong relationships, and know when to step back and let others shine.

Use expert power when…

• you have a genuine expertise in a subject
• or you have access to resources within your control who do

Don’t use expert power when…

• you’re unsure of your competence in a subject

Types of Power: Positional Power

Let’s cut to the chase: positional power is all about the authority you’ve been handed because of your title. It’s not about whether people like you, respect you, or follow you because they believe in you. No, it’s about the fact that you’re in charge, and because of that, people have to listen to you. You’ve got formal authority—the big boss hat—and that comes with certain perks, like telling people what to do and expecting them to get it done.

Most organizations make it clear who holds the power. It’s usually laid out in some sort of hierarchy or grading system. Whether it’s a fancy org chart or some less obvious ranking system, everyone knows who’s at the top and who’s supposed to be taking orders. If you’re at the top, congratulations. You’ve got positional power.

But here’s the blunt truth: just because you’re in a position of power doesn’t mean people are going to follow you willingly or do their best work. Sure, you can order people around, but that doesn’t make you a leader. That doesn’t make people care. You could be barking orders all day long, but all you’re really doing is relying on the authority that someone else gave you.

What Is Positional Power, Really?

Let me break it down even further: positional power is when you have control over others because of where you sit on the org chart, not because they’re inspired by you or trust you. You’ve got the title, you’ve got the corner office (maybe), and you’ve got the ability to decide who does what, who stays, and who goes.

Your power comes from the fact that you are the boss. You don’t need to ask for permission to tell people what to do. It’s your job, and you have the formal authority to back it up. People follow your directives because, frankly, they have to. But here’s the kicker—just because they have to doesn’t mean they’ll go above and beyond, or even put in the effort to do a decent job.

If you’re relying on positional power alone, what you’ll get is bare-minimum compliance. Employees will do just enough to not get fired or reprimanded. And honestly, can you blame them? If all they’re getting from you is “I’m the boss, do as I say,” why would they put in any extra effort?

Positional Power vs. Leadership

Let me be real with you: having positional power doesn’t automatically make you a leader. A true leader influences people without having to rely on titles or formal authority. They inspire others, they build trust, and people follow them because they want to—not because they have to. If you’re sitting in your office, patting yourself on the back for being the boss, but no one respects you or goes the extra mile, you’re not a leader. You’re just a person in charge.

You might think, “Well, I don’t need people to like me. I just need them to do their job.” That’s fine if all you care about is short-term, mediocre results. But if you want a team that’s motivated, flexible, and willing to go the extra mile, relying on positional power is going to backfire. It’s the lowest form of power, and it doesn’t foster loyalty or creativity.

Here’s the harsh reality: positional power can create a toxic work environment if that’s all you’re using. Employees might comply, sure, but compliance isn’t the same as engagement. And when people aren’t engaged, they start clock-watching, following the rules to the letter, and putting in as little effort as possible. Worse, you might even provoke union action or disputes that drain your time, energy, and resources.

The Downside of Positional Power

If you’re using positional power and nothing else, expect trouble. You may think you’re running a tight ship, but in reality, you’re fostering an environment where people are just going through the motions. They’ll do their job, but only because they’re obligated to—not because they care about the outcome or the success of the organization. This is where you’ll start to see rigid behavior, inflexibility, and a “that’s not in my job description” attitude.

And you know what? When people start acting like that, you’ve lost. You’ve lost their trust, their creativity, and any hope of building a team that’s willing to innovate or solve problems beyond what’s immediately in front of them. You’ve basically got a group of robots, and not the high-tech kind that can solve all your problems. These are the kind that do exactly what they’re programmed to do and nothing more.

Another blunt truth: if you’re in this situation, you’ve created it. Your reliance on positional power has pushed people into a corner, and now they’re pushing back in the only way they know how—by following the rules to a fault and doing the bare minimum.

Positional Power Isn’t All Bad—But It’s Not Enough

Now, don’t get me wrong—positional power isn’t inherently bad. It has its place, and in certain situations, it’s necessary. In fact, there are times when you need to step up, flex that authority, and make decisions that others need to follow, no questions asked. But here’s the thing: it shouldn’t be your only tool.

If you’re smart, you’ll combine positional power with other types of influence, like personal power, expert power, or referent power. These are the kinds of power that actually make people want to follow you. They come from who you are as a person, not just the title on your business card.

For example, personal power is about building relationships and understanding what motivates people. If your team knows that you’ve got their back, they’re more likely to follow your lead. Expert power comes from being really, really good at what you do. If your team knows you’re a top-notch expert in your field, they’ll respect your decisions and be more inclined to follow your lead without you having to remind them of your title. Referent power is all about trust and respect—two things you can’t demand, but have to earn.

Use positional power when…

• you need something done quickly when you don’t have time to explain why
• if a political situation has grown that needs stemming
• your accountabilities are in serious jeopardy

Don’t use positional power when…

• you’re feeling impatient or frustrated
• you have purely personal reasons to influence an outcome
• your values are at odds with someone else’s
• you’ve recently entered a new post with an unfamiliar team

Types of Power: Reward Power

Let’s get real about reward power. You have it if you control resources that others want or need. It’s that simple. If you’re in charge of paychecks, benefits, promotions, or access to valuable resources, you have the ability to influence others because you hold the carrot. People will do what you ask, not because they necessarily like you, but because you can give them something they want.

In essence, reward power boils down to one thing: your ability to offer incentives. You’re in a position to provide something desirable, and as long as that’s the case, you can motivate people to act in certain ways. Whether it’s handing out bonuses, giving someone a promotion, offering new tools to make work easier, or organizing team-building outings like paintball or dinners—those are all examples of using reward power to push people toward your goals.

If you’re leading a sales team, you might incentivize them by dangling a spot at a glamorous sales conference in some tropical paradise. If you’re managing a group of developers, maybe you offer the latest programming tools to help them get the job done faster. Or, let’s be honest, sometimes it’s even something as small as inviting someone out for coffee or publicly patting them on the back during a meeting. These things might seem minor, but they’re all forms of reward power.

Now, this all sounds pretty straightforward, right? You give something people want, and they give you the results you want. But here’s the thing—using reward power isn’t as easy as it sounds. It can be incredibly effective, sure, but it can also backfire in ways that can leave your team worse off than before. The key is understanding not just how to use it, but how to not screw it up. Because believe me, it’s easier than you think to misuse this type of power, and the fallout can be ugly.

Why Reward Power Can Work Like a Charm

First, let’s talk about the upside. When done right, reward power can be a strong motivator. Everyone loves rewards, and when people see a clear connection between their performance and something desirable, they’re more likely to deliver. It’s human nature: do the work, get the prize. Simple.

Rewarding your team can also create a positive work environment where people feel appreciated and valued. If you hand out rewards that align with their efforts, you’re showing that you’re paying attention and that you recognize their hard work. This, in turn, builds loyalty and encourages people to continue working hard because they know there’s something in it for them.

You can also use reward power strategically to shape behavior. Want your team to be more collaborative? Reward teamwork. Need them to hit higher targets? Offer a bonus or incentive tied to specific, measurable outcomes. It’s a classic motivational tool—carrots work.

Where Reward Power Goes Wrong

But here’s the blunt truth: if you rely too much on reward power, or use it poorly, you’ll end up with more problems than solutions. People make a lot of mistakes when they try to motivate with rewards, and these mistakes can have long-lasting effects.

1. Misjudging What People Actually Want

One of the biggest mistakes you can make is assuming that everyone values the same things. Just because you think a team dinner or a day off is a great reward doesn’t mean your team feels the same way. Maybe they’d rather have a monetary bonus. Or maybe they’re so burned out that the thought of yet another “team bonding” event is enough to make them want to scream.

Rewards only work if they’re actually rewarding to the person receiving them. You need to know your team. Do they want recognition? Money? Flexible hours? New gear? If you’re just throwing out rewards that don’t resonate, you’re wasting your time—and their goodwill.

2. Creating an Entitlement Culture

This is a big one. If you’re not careful, you’ll condition your team to expect rewards for everything. They’ll start to believe that they deserve something extra for simply doing their job. That’s a dangerous precedent. Once you’ve established that rewards are the norm, it’s incredibly hard to walk that back.

Suddenly, if you stop giving out rewards for every little thing, you’re the bad guy. You create an entitlement culture, and the moment you don’t dangle that carrot, productivity drops. Worse, you might find people doing the bare minimum because they know they’ll still get the reward. They’re not working because they’re committed or driven; they’re working for the next handout. And when the rewards dry up? You’re left with a team that’s demotivated and resentful.

3. Fostering Jealousy and Resentment

Rewards are great, but they can also breed jealousy and resentment if not handled carefully. Let’s say you give a bonus to one person but not another. Even if that bonus was well-deserved, the person who didn’t get it might start feeling bitter. They might feel like they’re being overlooked, even if they’re not performing at the same level.

It’s not enough to just hand out rewards—you need to be transparent about why someone is getting rewarded and how others can achieve the same. If your reward system feels arbitrary or unfair, you’ll have a mutiny on your hands. People will start to resent both you and their colleagues.

4. Making Rewards the Only Motivation

Here’s the hard truth: if the only reason your team is working is because they want the reward, you’ve already lost. Sure, rewards can push people to go the extra mile, but if that’s the only thing driving them, what happens when the rewards stop? What happens when the budget gets tight, and you can’t afford bonuses or trips anymore?

People need to feel like there’s a reason to work beyond just getting a reward. They need to believe in the mission, in the work itself, and in you as a leader. Rewards should be the icing on the cake—not the whole cake.

How to Use Reward Power Effectively

So, what’s the right way to use reward power without all the pitfalls? Here’s what you need to do:

1. Know Your Team

I can’t stress this enough. If you don’t know what motivates your people, you’re going to fail. Talk to them, find out what they value, and tailor your rewards accordingly. Some people want public recognition; others prefer a quiet thank-you or a financial bonus. Don’t assume one size fits all.

2. Be Consistent but Not Predictable

You want to be fair and consistent, but if rewards become too predictable, they lose their power. Mix it up. Maybe one month it’s a bonus; another time, it’s a team lunch or a personal thank-you note. Keep people on their toes, so they don’t come to expect rewards as a given.

3. Make Sure the Reward Matches the Effort

The reward needs to feel proportional to the effort someone is putting in. A £10 gift card for someone who worked 80-hour weeks to close a massive deal isn’t going to cut it. Make sure the reward reflects the level of commitment and results.

4. Don’t Forget the Intangible Rewards

Rewards don’t always have to be something physical or monetary. Sometimes, offering your time, mentorship, or simply acknowledging someone’s hard work in front of their peers can go a long way. It’s not always about throwing money at people—it’s about making them feel valued.

5. Avoid the Entitlement Trap

Make sure your team understands that rewards are for extra effort, not for simply doing their job. If you make rewards the expectation, you’ll find yourself stuck in an endless cycle of having to hand them out just to keep people performing at a basic level.

Use reward power when…

• you need something done quickly
• your team needs a motivation boost
• you’re asking your followers to go above and beyond their duty
• you want to create friendly competition

Don’t use reward power when…

• resources are scarce, so that someone wins, someone loses
• you have doubts about your ability to provide the reward
• they are targeted towards individuals in situations where there are petty jealousies exhibited in your team

Types of Power: Coercive Power

Let’s get something straight: coercive power is not pretty, but it’s effective. Coercion is the ability to influence others by threatening or implying negative consequences. It’s when people do something not because they want to, but because they fear what will happen if they don’t. Picture an engineer working unpaid overtime because they know their performance review is around the corner. They’re not burning the midnight oil out of loyalty or passion for the job—they’re doing it because they’re scared. They fear the repercussions if they don’t meet expectations, and that’s coercive power in action.

But here’s the kicker—coercion doesn’t always come in the form of an overt, snarling threat. It’s not always someone in power saying, “Do this or you’re fired!” Coercion can be much more insidious. It’s often indirect, woven into the fabric of workplace culture in a way that makes people feel pressured without anyone explicitly saying a word. The engineer in the example above might not have been directly told to work extra hours. The boss never said, “Stay late, or you’re getting a bad review.” But the fear is there anyway, because the employee knows the consequences of not bending over backwards. Maybe it’s because they’ve seen others get dinged on their reviews for not going above and beyond. Maybe it’s because the leader has created an environment where silence implies threat. The result is the same: fear, anxiety, and ultimately, compliance.

Another classic example is when a designer compromises their work to align with their leader’s personal motives. Maybe they cut corners or deviate from their professional integrity because they know their boss has a nasty temper. The leader never had to say, “If you don’t do this, I’ll explode,” but the implied threat of the boss’s short fuse is enough to push the designer into making decisions they wouldn’t otherwise make. That’s coercive power, plain and simple—no words need to be spoken when the fear of reprisal is already planted in the mind.

The Role of Perception in Coercion

Here’s where it gets tricky: coercion is not always about what’s actually said or done—it’s often about perception. The engineer or the designer may not have been explicitly threatened, but they’ve internalized the fear that something bad will happen if they don’t fall in line. And perception, in many ways, is more powerful than direct threats. A boss with a temper doesn’t have to spell out the consequences; employees know to tiptoe around them or face the fallout. The mere existence of that possibility creates an environment where people feel coerced, even if the leader never opens their mouth.

Perception is a powerful driver of behavior, and in coercion, it works overtime. It creates a constant background hum of fear, pushing people to work longer, compromise more, and tolerate things they wouldn’t otherwise tolerate. It’s manipulative, and whether the leader intends it or not, it’s coercion in its purest form.

Coercive Power Isn’t Always Evil

Now, let’s pause for a second. Is coercion inherently bad? No, not necessarily. Coercive power has its place—let’s not pretend otherwise. Sometimes, people need to know there are consequences to breaking rules, missing deadlines, or behaving inappropriately. In certain industries or situations, coercive power is a necessary tool to ensure compliance and maintain order. For instance, let’s say a programmer is working for a company that has to meet strict software standards to satisfy contractual obligations. If they screw up, it’s not just a blemish on their record—it’s a huge problem for the company. Knowing that there are penalties for failing to meet these standards is essential. It motivates the programmer to get the job done right. Without the fear of negative consequences, some people might slack off or think they can get away with cutting corners. Coercion ensures that they don’t.

Take another example: a company has a zero-tolerance policy for racist behavior. If someone makes a racist comment, they’re fired immediately—no ifs, ands, or buts. That’s coercive power at work. It sets a hard boundary and ensures that everyone in the workplace knows where the line is drawn. The fear of immediate termination acts as a powerful deterrent, and in this case, it’s absolutely necessary to maintain a respectful, inclusive environment. The point here is that coercion can be a useful, even necessary, tool when it’s employed to uphold critical standards and protect the well-being of the team or organization.

Coercion is a Terrible Long-Term Strategy

That said, if coercion is your go-to leadership strategy, you’re in trouble. Sure, it might get you results in the short term. Employees will do what you ask, but it’s not because they respect you or believe in your vision—they’re just scared of the consequences. And fear as a motivator? It doesn’t last. People don’t want to live in a state of constant anxiety, waiting for the other shoe to drop. If all you do is rely on coercive power, your team will eventually burn out, revolt, or just stop caring.

Coercive power erodes trust. It makes employees resentful, fearful, and disengaged. They’re not bringing their best ideas to the table or going the extra mile out of enthusiasm—they’re doing the bare minimum to avoid getting in trouble. And once people start to realize that they can’t win no matter what they do, they either shut down or push back. Maybe they’ll start slacking off in ways they think they can get away with. Maybe they’ll form a union or organize a strike. Maybe they’ll just quit, leaving you with a high turnover rate and a reputation as a tyrant that no one wants to work for.

You can rule with an iron fist behind your back for a while, but it’s a losing game in the long run. Coercion breeds resentment and fear, and that’s a recipe for disaster. If you want to lead a team that respects you and genuinely cares about the work they’re doing, coercive power should be the last tool in your box—not the first.

When Should You Use Coercion?

So, should you throw coercion out the window entirely? Not necessarily. There are moments when you might need to lean on it—when someone’s behavior is way out of line, when the stakes are too high to tolerate mistakes, or when every other type of influence has failed. But let’s be clear: coercion should be a last resort, not a daily tactic. It’s like using a sledgehammer to crack a walnut—sure, it gets the job done, but it’s messy and destructive.

If you’ve exhausted every other form of power—like persuasion, incentive, and leadership by example—and someone is still pushing boundaries, then maybe, just maybe, it’s time to bring out the coercive power. But even then, use it sparingly and with a clear understanding of the impact it will have on your team and their morale.

Use coercive power when…

• you need to ensure standards and policies are adhered to
• there is significant risk in a situation
• you have no other option

Don’t use coercive power when…

• you have the ability to apply other power. Rather, use positional power if you must
• you won’t be around to put things right, afterwards
• you’re feeling frustrated and emotional

Take a look at my post Is Coercion A ‘Bad’ Management Tool? for more.

Types of Power: Personal Power

Personal power is one of those things that everyone loves to talk about, but few are really honest about. We hear it called everything from “charisma” to “influence,” but let’s cut the crap: personal power is about control. It’s the ability to get people to do what you want, not because you’re the boss, but because they trust you, respect you, and—most importantly—believe in you. It’s about relationships, yes, but not just any relationships. It’s about creating bonds where your followers, employees, or colleagues see you as someone who represents their values, someone who they believe is working for their good as well as your own.

So, let’s be real here: personal power isn’t about throwing your weight around, demanding respect, or bossing people into submission. It’s about having people willing to follow you because they want to. And that’s not some magical gift. It’s something you build—and it takes a hell of a lot of work.

Building Personal Power Is a Grind

If you think personal power just happens because you’re a good person or because you’re in a position of authority, think again. Personal power is built through trust, and trust doesn’t come easy. It’s the result of countless interactions where you’ve shown that you’re reliable, that you understand people, and that you can be counted on to act in alignment with shared values. And here’s the kicker: it only works if you genuinely care. People see through the fake, manipulative stuff a mile away.

Let’s break this down. A business analyst, for example, isn’t going to just follow your lead because you have a fancy title or you’re good at throwing around buzzwords. They’ll follow you if they believe your decisions are rooted in values they care about. They need to see that you have integrity, that your actions line up with what you preach. If they think you’re full of it, guess what? No personal power for you. It’s that simple.

When you and a follower have rapport, personal power is born. It starts with basic respect but grows as you show you’re someone who consistently acts with good intent. The more someone sees that you’re making decisions that align with their interests and the larger goals, the more influence you’ll have. They’ll trust you even when they don’t fully understand or agree with your choices because you’ve earned that level of belief in your leadership. That’s personal power in action.

Conversations Are Your Weapon

Here’s the deal: personal power doesn’t mean you have to give a grand speech to get people moving. Often, a simple conversation will do the trick. If you’ve built up that trust and credibility, a quick, straightforward request can be enough to influence someone. You don’t need to argue or explain everything in painful detail—your follower trusts you, so they’ll move forward because they believe in the value of what you’re asking.

This doesn’t mean they always agree with you. Personal power works because of trust, not always because of complete understanding. Sometimes, your followers won’t get why you’re asking them to do something, but they’ll go along with it because you’ve proven yourself in the past. That’s huge. It’s a shortcut through the usual back-and-forth that wastes everyone’s time.

But don’t get it twisted—this isn’t about manipulation. It’s not about tricking people into doing what you want. It’s about being a leader who has consistently shown they know what the hell they’re doing and has the best interests of the team in mind. If you break that trust, though, personal power crumbles fast. One bad move, one show of selfishness, and suddenly, you’ve lost it all.

The Downside of Personal Power

Now, here’s where it gets tricky. Personal power is great for getting things done—until it isn’t. Sometimes, being close to the people you lead can bite you in the ass. When it comes time to discipline someone you have a strong relationship with, things can get awkward fast. It’s all well and good to be on the same page when everything’s going smoothly, but the moment you have to enforce discipline or have a tough conversation, personal power can feel like a double-edged sword.

Let’s say one of your key team members is screwing up. You’ve built a solid relationship with them; they trust you, they respect you, and you know they’ve got your back. But now they’re dropping the ball, and you have to step in. This is where personal power can trip you up. You might hesitate, thinking, “If I come down hard on them, am I going to ruin this relationship? Will I lose their trust?” That fear can paralyze leaders, and instead of dealing with the issue head-on, they let things slide. Spoiler alert: that’s a terrible idea.

Avoiding those “crunchy conversations” doesn’t just put your personal power at risk—it puts the entire team’s progress at risk. Ignoring problems doesn’t make them go away; it just delays the inevitable explosion when things really go wrong. And when that happens, your personal power won’t save you because you’ve lost the respect that made it work in the first place.

Here’s the truth: maintaining personal power means having those difficult conversations, even when it’s uncomfortable. It means calling people out when they’re not performing, holding them accountable, and showing that the trust you’ve built goes both ways. If you’re willing to give feedback and criticism from a place of respect and shared values, the relationship can survive. In fact, it might even strengthen.

Charisma Is Overrated

Let’s talk about charisma for a minute. Personal power is often confused with charisma, but let’s be blunt: charisma is overrated. Sure, being charming and magnetic helps, but if that’s all you’re relying on, you’re in trouble. Personal power is about substance. It’s about being someone who consistently acts in alignment with values, someone who others trust because they’ve earned that trust.

Charisma can get you in the door, but it won’t keep you there. Once people see through the act, if there’s no real substance backing it up, you lose that power. Real personal power doesn’t need a flashy personality; it needs a solid foundation of trust, competence, and integrity. You don’t need to be a rock star—you just need to be real.

Maintaining Personal Power Takes Work

The thing no one likes to talk about is that personal power is fragile. You have to keep working at it. It’s not like a title or a formal position where you’re given authority and it just sticks. Personal power is something you earn and re-earn every single day. One misstep, one act of selfishness, and you can lose it. That means you’ve got to constantly be aware of how you’re showing up, how you’re treating people, and whether your actions align with your values.

In other words, there are no days off. If you slack off on maintaining those relationships, they’ll crumble, and with them goes your influence. It’s a grind, no doubt, but the payoff is huge when you get it right.

Use personal power when…

• there is a strong relationship between you and your followers
• your desired outcome does not conflict with your followers values, or the values of your organization
• your desired outcome is flexible

Don’t use personal power when…

• there is not a strong relationship between you and your followers

Conclusion

It is perhaps only personal power that can be used singularly, but this comes at a cost in terms of the time and resources it takes for you to build relationships. All other forms of power should be used in conjunction with each other. It is unlikely that you can use the same mix of power for every situation. The skill of leadership is knowing when to use these types of power, and when not too. Judgment is key. Like any other skill, using power must be practiced, and you will make mistakes. Don’t be afraid! Learn from these mistakes.

How Do You Use Power?

Using the wrong power is easy – we’re all human. I could count the number of times I’ve make mistakes in the use of power on one hand, if my hand had a million fingers. I’m human. So are you. Have you used the wrong power and felt disastrous consequences? Or maybe you have chosen to use a power differently for the first time and seen great results?

I also recommend…

This useful tool for leaders: The Small Group Leader’s Toolkit: Ten Power Tools For Personal Leadership Development

One way to improve your leadership skills is to hire a leadership training program.