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Relationship Power

Relationship, or personal, power doesn’t come from title, rank, or position on
the organizational chart; it is derived from who the leader is personally.

The competencies of the leader and his/her relationship skills, such as the
ability to communicate or be persuasive, play an important part in this
power base.

When it is clear that a leader likes people he/she interacts with and treats
them like they have value, that leader is more likely to have influence with

them. This personal power is the outcome of the respect that people have
for this individual. Over time, trust and respect can evolve, and the
interaction becomes much more positive and the relationships are more
sustainable.

You can like people without leading them, but you cannot lead people well

without liking them. John C. Maxwell, in The Five Levels of Leadership.

Relationship power is held by people in many types of relationships and is
typified by the “do it for me” favor. These individuals derive their power
primarily from the response of their followers. Personal power is the extent to
which followers respect, feel good about, and are committed to their leader, and see
their goals as being shared and satisfied by the goals of their leader. In other

words, personal power is the extent to which people are willing to follow a leader.
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All great leaders use their personal power to extend their influence, and to
persuade, educate, encourage, and empower others. That's how great
organizations build relationships, establish credibility, and create an

organizational culture of change. Building personal power capacity will be
discussed at length in Chapter 5.

Referent Power

Referent power is another type of personal power. Celebrities, charismatic
leaders, and other highly-respected people hold referent power. Wikipedia

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Covey, Stephen. Principle-Centered Leadership (New York: Simon & Schuster, 1991), p. 108.
David Kolzow 37