
Behavioural Awareness and Understanding Power
This lesson explains the importance of being aware of the impact of your behaviour on the team, and introduces you to French and Raven’s "Five Sources of Power".
Lesson 2
Why Is Behavioural Awareness Important?
Transitioning from co-worker to manager means that you will need to be aware of your own behaviour both positive and negative and how it will impact on your team.
For example, it is not appropriate to give friends special treatment, as this will be perceived as favouritism and is likely to demotivate the rest of your team.
Of course, it’s also not a good idea to start shouting orders and being overly authoritative on day one. This is not an effective way to manage.
It will only create further resentment among your previous co-workers.
Equally, a manager’s role is to manage, so meeting individually with members of the team to share your appreciation for their help and assistance is a good starting point for building the team.
Understanding their perspective and asking for suggestions on what improvements can be made to build morale and improve productivity will help to break down some of the barriers.
Recognizing Your Sources of Power
Motivating staff by implementing something that everyone suggested is needed, even if it is something simple as “dress down Friday”, or purchasing a water cooler. It will demonstrate from the outset that you are listening, and will help to improve morale and build team spirit.
You will need to refrain from previous behaviours like discussing management’s “failures” over lunch, whilst at the same time being open to constructive feedback that could lead to organisational improvement.
As well as being aware of how you behave and respond to team members, you should also have an understanding of where power comes from in the workplace. This is an important part of your development in your role as manager, and will help you to recognize your own sources of power so that you are able to have a positive influence on your team, colleagues and organization.
French and Raven’s Five Sources of Power

Legitimate
This power comes from the person’s position in the organizational hierarchy which allows them to make demands and to expect compliance.
Relying on legitimate power to influence people is not enough as it is not considered to be a stable form of power. People are influenced by the position and not you, so if you lose the position you will lose the power. For example, if you are no longer the manager, your team members will not comply with your instructions, as you have lost the right to exercise power and control.
Expert
This is based on a person’s superior skill and knowledge. If you have the ability to make sound decisions based on your knowledge and experience, people are much more willing to listen, and you are much more likely to be trusted and respected. For example, you have always commanded respect because of your significant knowledge of wines, cocktails and other alcoholic drinks when you were a bartender.
Building expert power doesn’t require you to have positional power. For example, if you lost your position you will still maintain the power of your expertise and can take it with you elsewhere.
Reward
This power results from one person’s ability to compensate another for compliance. For example, as the manager, you may be able to offer someone an increase in salary or training opportunities.
This power has limitations as you may not have as much control as you need and you may also require authorization from your own manager. This power also weakens if the reward being offered is not valued by the recipient.
Coercive
This form of power comes from the belief that a person can punish others for noncompliance. It is problematic because it can lead to abuse. For example, unfairly threatening to fire or demote someone.
Although your position may give you the power to coerce others, this style of management creates employee dissatisfaction and an unhealthy working environment.
Referent
This power results from a person’s perceived attractiveness, charisma or appeal. For example, celebrities have referent power because they influence people in many ways, from what they buy to how they behave.
You do not necessarily have to do anything to earn referent power and it can be misused, particularly if the person who has it lacks integrity and honesty. However, when referent power is combined with expert power, it can lead to success.
Building Your Leadership Style
Recognize Your Sources of Power
If you are aware of these five sources of power at work, you can better understand how and why you are influenced by someone. You can also decide whether you want to accept the form of power that is being used. Importantly, it will also help you to recognize your own sources of power, and how they can be used to influence others and build your own leadership style.
Most effective leaders use mainly referent and expert power to positively influence their colleagues, teams and organizations.
Activity
Using your pen and notepad, write down two activities that will help you to develop your expert power over the next six months.
For example, completing the Management and Leadership course on this system will introduce you to new concepts and theories critical to your continuous professional development.
Key Learning Points
- Transitioning from co-worker to supervisor means that you have to be aware of your behaviour and its impact on the team.
- Listening to team members and implementing small improvements that everyone think is needed will improve motivation and build team spirit.
- Understanding the five sources of power will help you to recognise your own sources of power and how they can be used to positively influence others.
- Referent and expert power are the main sources used by respected and effective leaders.
You have now completed Lesson 2. Click the button below to view Lesson 3.