Understanding Power at Work: How to Recognise It, Wield It, and Use It Well

Admin Account
May 9
4 min read

1. Introduction

We’ve all been in meetings where the most influential person wasn’t the most senior. Or where a quiet operator behind the scenes somehow managed to shift decisions without ever raising their voice. That’s power at work — and it comes in many shapes.

In any organisation, understanding how power works — and where it lives — is a huge advantage. Whether you’re a junior team member trying to get traction on an idea, or a senior leader shaping direction, knowing how to navigate power helps you get things done without stepping on toes.

In this post, we’ll explore the different sources of power in an organisation, how to identify them, how they stack up, and most importantly, how to use the power you hold in ways that build trust, not resentment.

2. What is Power in an Organisation?

Power in a workplace is simply the ability to influence people, decisions, or outcomes.

It’s not always tied to seniority or job titles — in fact, some of the most powerful people in a business may never appear on the org chart. Power can be formal (given by the business) or informal (earned or accumulated over time). It can stem from relationships, knowledge, or just knowing where the levers are.

The trick is learning to see power — and use it well.

3. The Core Sources of Power

Let’s unpack the seven main sources of power. Most people hold more than one — and the strongest leaders know how to build and blend them.

Legitimate Power (Role-Based) - This is the power that comes from your position in the hierarchy — your job title, your official remit, your authority to sign off.
- Signs: People defer to you, your decisions stick, your approval is needed.
- Example: The boss, we all have them and when they speak, we jump to action.
Expert Power (Knowledge-Based) - Expert power comes from deep knowledge or unique skills. It’s earned over time and respected widely — particularly when it’s paired with credibility.
- Signs: People come to you (or someone else) for advice, answers, or problem-solving.
- Example: The BA who has been in the team for years and just knows how all the systems work.
Informational Power - Those who control access to key data, insights, or communications hold this kind of power. Often underestimated, it can have real short-term impact.
- Signs: They have the answers others don’t, or they shape the story being told.
- Example: A project coordinator or EA who filters decisions or controls reporting flows.
Referent Power - This is all about influence through likability, trust, and reputation. It’s the person people want to follow — even if they don’t have to.
- Signs: They’re popular, respected, and often described as “natural leaders.”
- Example: Someone whose calm confidence can influence the direction of a team.
Reward Power - Anyone who can give out benefits — bonuses, promotions, shoutouts, good projects — holds reward power. It motivates and builds loyalty, when used well.
- Signs: People work harder around them or align to gain favour.
- Example: A manager known for backing high performers and investing in their growth.
Coercive Power - The least attractive type. This is the power to punish — to withhold opportunities, call out failures, or create fear. Sometimes necessary but should be rarely used.
- Signs: People walk on eggshells or comply without engagement.
Network Power - It’s not what you know, it’s who you know — and how well you can use that. Power built on relationships across teams, departments, or industries.
- Signs: They get quick answers, favours, or fast-tracked outcomes.
- Example: Someone who isn't senior but always seems to get a seat at the big meetings.

4. Identifying Who Holds What Power

Look past the titles. In every organisation, power is distributed — and not always obviously. Here’s how to spot it:

Who gets invited to the decision-making conversations?
Who do people turn to for clarity?
Who can make something happen with one phone call or message?
Who do others shield or protect, because they know they’re valuable?

It can be worth sketching your own “shadow org chart” — a map of influence, not reporting lines. You’ll find it more useful than the official one.

5. Ranking the Sources of Power (The Unofficial Hierarchy)

Not all power is equal. Depending on context, some forms of power dominate over others. Here’s a general ranking — though it will shift between industries and moments:

Legitimate power – It’s hard to beat authority, especially in decision-making moments.
Reward power – If you can offer something people want, they’ll listen.
Expert power – Knowledge drives confidence and respect.
Referent power – People who inspire trust are followed.
Informational power – Strong in the short-term, but easily lost.
Network power – Valuable, but indirect.
Coercive power – Only powerful because of fear, which eventually fades or turns toxic.

That said, context matters. In a crisis, expert power might suddenly leapfrog the hierarchy. In a political workplace, network power might quietly dominate. The key is situational awareness.

6. Using Your Power for Good

Once you’ve identified your own sources of power, the challenge is how you use them. Here are some principles to guide you:

Don’t hoard power — share it to build stronger teams.
Build others up — especially those with less formal authority.
Use your influence to unblock, not to control.
Be self-aware — you may have power you didn’t realise you had.
Avoid “power over” — aim for “power with.”

Power can be a force multiplier — or a barrier. Choose wisely.

7. Final Thoughts

Understanding power at work is a bit like learning a hidden language. Once you see it — and learn to use it with integrity — you can lead more effectively, influence without bullying, and build a culture that others want to be part of.

So, what power do you hold — and how are you using it?

That said, context matters. In a crisis, expert power might suddenly leapfrog the hierarchy. In a political workplace, network power might quietly dominate. The key is situational awareness.