Use these questions to assess your workplace power
In order to navigate workplace politics, leaders must understand the types of power in an organization.
The power you hold (or don’t hold) does not automatically guarantee happiness or success. Everyone should understand that power – like politics – exists in every organization. Leaders hold power and should use it to accomplish goals and support the company.
The type and amount of power you hold will differ from other people, in different roles and across your own career.
There is not one ‘right amount’ of power.
Understanding where you fit in the power structure can help you navigate workplace politics.
Assess your own power
Social psychology identifies six common types of power.
This article introduces these six types and provides questions for you to assess yourself on each. Take this as a chance to reflect on your impact and level of influence at work.
Some people will find that they have the right type and amount of power to accomplish their personal and professional goals. Others might find that they wield power but want to show or use it in a different way.
If you do not currently hold the power needed to accomplish your career goals, these questions can help you assess and plan.
Consider these definitions and questions to evaluate your own power at work.
Legitimate power
Also called positional power, people with legitimate power wield influence due to their position or rank.
An organization grants this power and related title. Examples include manager positions in a corporate hierarchy, military ranks and levels of faculty in universities.
Legitimate questions
- Where do you fall in the hierarchy?
- Are there a lot of layers above you?
- Do you have direct reports?
- Do you manage projects or budgets?
- Based on your role, do you get invited to the strategy and decision-making meetings?
- In your current role, are you able to influence the organization the way you desire to?
Referent Power
Referent power comes from a person’s ability use personal attributes to attract and influence other people.
Charisma and interpersonal skills provide referent power.
These personal attributes cause admiration and respect in other people who seek to be close to or like the influential person. Advertising that highlights athletes or film stars leverages referent power to sell products.
Referent Questions
- Do you easily interact with people at all levels?
- Are you able to get other people to listen to your ideas and support them?
- Are you confident in your views?
- Do you network and maintain relationships at work?
- Do you have solid working relationships with people who hold legitimate power?
Expert Power
When a person holds specialized skills or knowledge, they wield expert power – usually only applied to the specific knowledge area. In that area, the person functions as a subject matter expert (SME) and provides direction and leadership.
Expert power is stronger for people with expertise in more complex and less-known areas.
For example, a cyber-security expert likely holds significant influence over her area and is one of few with her knowledge. Whereas an expert in basic programming who is one of many within a company holds less influence.
Expert Questions
- What is your area of expertise?
- How unique is that expertise inside your company? Outside your company?
- Do other people recognize you as an expert in that area?
- Are you consulted related to decisions in your area?
- Is your current expertise what you want to focus on for the rest of your career?
- How can you maintain or expand your expertise?
Reward Power
Reward power springs from one person’s ability to provide material rewards. The rewards could range from pay to time off to desired projects to promotions.
In many cases, this overlaps with ‘Legitimate Power’, because the rewards come from the manager. Often rewards are controlled and limited by rules and processes.
For example, most managers cannot provide pay increases without approval and raises are restricted to certain times and budgets. Check out this article for more details about corporate compensation.
Reward Questions
- What reward power do you hold?
- Can you: Assign work? Control pay raises? Assign seating? Grant time off or breaks?
- How does your company control reward power? Do you understand processes like how merit increases are decided?
Coercive Power
Coercive power involves using negative actions to control behavior. Threats, force and punishment cause people to submit due to fear of consequences.
Coercion might how short-term results, but it won’t create a sustainable impact
Coercive Questions
- Do you ever yell at your team or co-workers?
- Do you threaten to fire someone for non-performance related issues?
- Do you treat other employees like children who need to be controlled?
Informational Power
An influential person can control through information. Informational power rests on the content of the information and the need or desire for other people to have that information as well.
Power comes from controlling access to information and from having information that can be used as a legal or political weapon.
Informational Questions
- Do you have access to data and information that others do not?
- If you have access to confidential information, do you keep it confidential?
- Do you use confidential information for incorrect purposes or snoop through records for your own entertainment?
- Do you share information that could benefit other employees and the company?
In a recent article in Psychology Today, Mira Brancu, PhD wrote about using informational power and knowledge power in her article ‘Three Models of Power that Break through Traditional Barriers‘. Check it out for a deeper dive in this area.
Final questions on Types of Power
What did you learn about your own power at work?
Are you content with the current state or do you wish to make a change?
