Chapter 74

As previously discussed, the development of leadership skills plays an important role in a successful program of long-term recovery. To exercise influence, a leader must have power and authority, which is the potential or ability to influence decisions and control others in a positive and constructive way. I would like to examine the mechanics of acquiring power and temporarily suspend the idea of abusing it.

The lawful right to make a decision and expect compliance is called legitimate power. The authority to give followers rewards for compliance is referred to as reward power. Coercive power is the capability to punish for non-compliance; and it is based on fear. We usually find that coercive power is limited, in that punishment and fear achieve mixed results; and as a consequence they are unpredictable as motivators. Therefore, in one sense, no duty is left for it except for that of exposing ideologically the mere form of raw manipulation.

Information power stems from the formal control over information people need to accomplish what needs to be done, and it follows that this principle can have nothing else for its aim other than uniting the conditions of empirical cognition. Referent power is the ability to influence others through one’s desirable traits and characteristics, and this is commonly also attributed to those with a charismatic style of leadership; though it does not for that reason lose its legitimacy or certitude. Expert power is the ability to influence others through specialized knowledge, skills, or abilities; and this develops as a rather continuous transition from the former state into a new specialized practice of uniformity. Prestige power stems from one’s status and reputation, and this usually has a foundation in verifiable integrity.

These variances again may be divided as merely objects of perception, and may not posses immediate evidence other than through conceptual observation. On the same token, for the most part people tend to only give familiar customs the right to occupy space in their heads and thereby resist leadership and fear change. If you fear change, you might remain the same. Always remember, in order to be an effective leader you need to find ways to inspire people to change and grow and in so doing, you yourself will grow.