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Actually, it is the perception others hold about a leader’s power that gives
one the ability to achieve compliance or influence. If leaders are to increase
their chances of successfully influencing the behavior of others, they must
know how to communicate to others the power they actually possess, as

well as to build upon the powers they are perceived to have.

It is helpful to understand the following different types of leadership
power and how they affect change in the organization. They basically fall
into two broad categories, namely, positional power and personal power.

Positional Power

It’s not the position that makes the leader; it’s the leader that makes the
position. Stanley Huffty

Individuals able to induce other individuals to perform a certain job

because of their position in the organization are considered to have
positional power, which is sometimes known as legitimate power. This is not
true leadership, however. Leadership is not an inherent right that comes
with a position; it is a privilege that evolves through a process. Generally,
a mayor of a city, a county commissioner, the chief executive officer of an
organization, or the chairman of the board are good examples of position

power. However, being in these management positions does not
necessarily equate to being a leader. Furthermore, the organization’s size
and culture often has a bearing on the amount of influence exerted by
individuals holding these key management positions.

Position gives an individual the power to make significant changes in the
organization, to hire and fire staff, and to allocate resources. These
individuals often derive a significant share of their influence from the
position they hold, and a certain level of credibility is associated with these
positions. People who rely on their position often mistakenly believe that it
is the responsibility of others to come to them for what they need and
want. However, people follow individuals with position power because

they have to and will usually do only what is required of them. When
those in positions of power ask for extra effort or time on the job, they

David Kolzow 34