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close this bookLeadership and Influence - Student Manual (FEMA-EMI, 1991, 208 p.)
close this folderLESSON PLANS
View the documentUnit I Introduction
View the documentUnit II Personal Values
View the documentUnit III Personal Styles
View the documentUnit IV Conflict Management Styles
View the documentUnit V The Impact of Different Influence Styles
View the documentUnit VI Exercising Leadership
View the documentUnit VII Exercising Power
View the documentUnit VIII Motivation
View the documentUnit IX Group Dynamics
View the documentUnit X Tying the Concepts Together: Course Integration & Application
View the documentUnit XI Presentation of Influence Plans
View the documentUnit XII Conclusion
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Unit VII Exercising Power



At the conclusion of this unit, you will be able to:

1. Define the term power;
2. Describe the seven primary power bases;
3. Explain the relation of power base of the development leader of followers; and
4. Analyze the utility of the various power bases in different emergency management situations.


Power is the means or resources by which the leader gains compliance of others to achieve goals.


Coercive Power:

- based on fear

Connection Power:

- based on the leader's connections with influential or important people

Expert Power:

- based on the leader's possession of expertise, skill, and knowledge

Information Power:

- based on the leader's possession of or access to valuable information

Legitimate Power:

- based on the position held by the leader

Referent Power:

- based on the leader's personal traits

Reward Power:

- based on the leader's ability to provide rewards for other people

All of us use most of the power bases to varying degrees.

Power is a function of the resources others think you have.

Position Power:

- based on power that goes with the job and is permanent as long as the person holds a given position.

Personal Power:

- depends on you and others. Others can make this power meaningless if they perceive you lack the relevant resources.

Which of the power bases are position power?

Which of the power bases are personal power?

Relationship between development level and use of personal or position power:

For a person low on competence & commitment:

For a person high on competence & commitment:


Perceived Versus Computed Power Bases

Consider your position in the local emergency management system and guess your power base hierarchy. Identify your strongest and weakest power bases first, labeling them "1" and "7" respectively in the "Perceived Power Bases" column below. Then identify the remaining five.

Perceived Power Bases

Computed Power Bases

1. ________________________

1. __________________________

2. ________________________

2. __________________________

3. ________________________

3. __________________________

4. ________________________

4. __________________________

5. ________________________

5. __________________________

6. ________________________

6. __________________________

7. ________________________

7. __________________________

The Power Perception Profile-Perception of Self questionnaire provides you with 21 pairs of reasons given by people to explain why they do things a leader wants them to do. After scoring the questionnaire, record your actual scores in the "Computed Power Bases" column above then answer the questions on the next page.

· Are there any differences between the perceived and computed power base hierarchies? If so, where and why?

· Are there power bases upon which you can improve and build in your local emergency management system? How?

Influence Plan Update: Return to page II-17 and make some notes on how the person you are trying to influence may be affected by your use of the various power bases.