Expert Power in Leadership

 

7 Types of Power

By connecting the perception of a leader's power bases with different leadership styles, this article blends the concept of power with situational leadership. A new tool, the Power Perception Profile, is introduced and explored along with the identification of power sources and a study of situational leadership. We identify maturity levels and talk about how they relate to sources of power and leadership.

John French and Bertram Raven, two psychologists, created a framework for comprehending various forms of power in 1959. Lipkin discusses these ideas in her book and explains why it's crucial for leaders to be aware of the style they're employing.

1.    Legitimate Power.

2.    Coercive Power.

3.    Expert Power.

4.    Informational Power.

5.    Power of Reward.

6.    Connection Power.

7.    Referent Power.

Expert power is the capacity for a worker, regardless of level of seniority, to demonstrate knowledge in a field or circumstance. One employee might have the expert authority in a situation if, for instance, no one else in the department has any experience with a certain piece of software but that employee has.

The YouTube link that I've provided is about expert power for leader: https://www.youtube.com/watch?v=tsGFTnihtSg

Generally speaking, three factors might support the opinion leader's authority (Vigar-Ellis et al., 2015, p. 307). First, based on the total number of experiences dealing with it, there is his or her familiarity with a problem or topic. The second element of expert power is objective knowledge about the problem or subject; this is knowledge that the person genuinely holds and is able to prove. It encompasses both the knowledge that a person has learned and the cognitive frameworks and mechanisms that establish competence. When someone can respond accurately to inquiries about a subject, they have demonstrated their objectivity on that subject. Thirdly, expert power is based on the subjective knowledge that people believe they have about a certain subject; whether accurate or not, these perceptions represent objective information about the subject. The three parts mentioned above can be combined in different ways to form an individual's expertise. As a result, the foundation of expert power can include subjective knowledge, factual knowledge, and experience with a topic over a lengthy period of time.

 

Giang, V. (2022). 7 Types of Power in Leadership. American Express. https://www.americanexpress.com/en-us/business/trends-and-insights/articles/7-powers-leaders-can-use-for-good-or-evil/

Savolainen, R. (2021). Expert power as a constituent of opinion leadership: A conceptual analysis. Quarterly by The University of Borås, Sweden. DOI: https://doi.org/10.47989/irpaper898

Hersey, P., Blanchard, K. H., & Natemeyer, W. E. (1979). Situational Leadership, Perception, and the Impact of Power. Group & Organization Studies, 4(4), 418–428. https://doi.org/10.1177/105960117900400404

Communication Coach Alexander Lyon. (2019, April 29). Expert Power [Video]. YouTube. https://www.youtube.com/watch?v=tsGFTnihtSg