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rarely get it. That is why good leaders understand that it is their
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responsibility to initiate a productive and positive relationship with their
people.
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Do not worry about holding high position; worry rather about playing your
proper role. Confucius

Positional leaders rarely value involving others when they make decisions
or initiate action. Instead, they rely on their position to get things done.
Unfortunately, what might be potentially a good decision is less likely to
come to pass if no process is put in place to help it gain acceptance.

Certainly the elements of position power are essential to getting some
things accomplished. If, however, the strategic transformation of the
organization is what is desired, then position power is not likely to be
enough to produce the needed change. Over the long run, it is the leader’s

personal power that can be transformational, and not his/her positional
power.

Coercive Power

He that complies against his will, is of his own opinion still. Samuel
Butler.

Coercive power, which is a type of positional power, gains compliance

through threats or punishment. Followers are afraid of what might happen
to them if they don’t do what they are asked to do. This type of power is
often held by an individual with the ultimate authority to fire subordinates.
While the mere threat of coercive power may be enough to obtain a
reaction from employees, it is insufficient to produce the type of significant

and sustainable change that is sought from a transformational leader.
Instead, coercive power often produces superficial commitment (“lip-
service loyalty”) and even hidden defiance and resistance among
individuals, which is the opposite of what is hoped for.

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John C. Maxwell, The 5 Levels of Leadership, New York: Center Street, 2011, p. 7.
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John C. Maxwell, The 5 Levels of Leadership, New York: Center Street, 2011, p. 68.
David Kolzow 35