Power and Leadership

权力与领导力
https://www.betterup.com/blog/types-of-power
What is Power?
• It is having the capacity or ability to act in certain ways or impose your will on
others.
• In a work context, power is something people receive from an external source,
which could be an assigned title or position that gives them control and
authority over others.
• Other people believe power is an innate quality that can be cultivated internally
and that manifests externally. In this sense, a person’s personal power grows as
they develop.
什么是权力？
• 它是指有能力以某种方式行事或将你的意志强加于他人。
• 在工作环境中，权力是人们从外部来源获得的东西，这可能是赋予他
们对他人的控制和权威的分配头衔或职位。
• 其他人则认为权力是一种与生俱来的品质，可以在内部培养并通过外
部表现出来。 从这个意义上说，一个人的个人力量随着他的发展而
增长。
What is Power?
• True power is a combination of both
internal and external power. This means
that anyone can access a certain amount
of power, regardless of their position in the
hierarchy.
什么是权力？
• 真正的力量是内部力量和外部力量的
结合。 这意味着任何人都可以访问
一定数量的权力，无论他们在层次结
构中的位置如何。
Power vs Influence
• Powerful leaders have a great capacity to influence others. Their power is based on a
combination of their innate leadership qualities and the way others perceive them.
• However, having power does not necessarily equate to having influence. The most
powerful leaders support and uplift their team members instead of dominating and
controlling them.
• Also known as servant leaders, those who put the needs and development of their
employees first have the greatest influence.
权力与影响力
• 强大的领导者有很强的影响他人的能力。 他们的权力基于
他们与生俱来的领导素质和他人对他们的看法的结合。
• 然而，拥有权力并不一定等于拥有影响力。 最强大的领导
者支持和提升他们的团队成员，而不是统治和控制他们。
• 也称为仆人式领导者，那些将员工的需求和发展放在首位的
人具有最大的影响力。
Power and Leadership
• The most powerful leaders have clarity and self-discipline. This allows them to lead by
example.
• By modeling disciplined behaviors, they encourage and inspire their team members to
do the same. And when employees are self-disciplined, they require less micro-
management. This, in turn, increases the leader’s power, creating a virtuous cycle of
trust and self-leadership.
权力与领导力
• 最有权势的领导者具有清晰的头脑和自律。 这使他们能够
以身作则。
• 通过树立纪律行为榜样，他们鼓励和激励团队成员也这样做。
当员工自律时，他们就需要更少的微观管理。 这反过来又
增加了领导者的权力，创造了信任和自我领导的良性循环。
Power and Leadership
• Insightfulness is another key aspect of a leader’s power. An insightful leader has the
capacity to see the bigger picture and communicate that vision. Their insights give
them greater power and influence over their team members.
• The greater the impact a leader can have, the more they will be perceived as powerful
by their employees. Using your creativity to find solutions, make decisions, and set
organizational goals can increase your perceived power among your employees.
权力与领导力
• 洞察力是领导者权力的另一个重要方面。 富有洞察力的领
导者有能力看到更大的图景并传达这一愿景。 他们的洞察
力赋予他们对团队成员更大的权力和影响力。
• 领导者的影响力越大，员工就越会认为他们有权力。 利用
您的创造力来寻找解决方案、制定决策和设定组织目标可以
增强您在员工中的感知力。
Power and Leadership
• Confident leaders also have more power and influence over their subordinates. You
can cultivate confidence by acting in line with your values and defending your
positions.
权力与领导力
• 自信的领导者对下属也有更大的权力和影响力。 您可以通
过按照自己的价值观行事并捍卫自己的立场来培养信心。
 Understanding
the Bases of Power
理解 权力的基础
https://www.evercoach.com/blog/power-bases/
https://www.fingerprintforsuccess.com/blog/types-of-power
 权力基础
• 合法权力
• 奖励力量 Positional 位置性
Bases of Power
• Legitimate Power • 信息力量
• Reward Power • 威望权利
• Coercive Power • 强制力
• 专家力量 Personal 个人的
• Informational Power
• Referent Power
• Expert Power
• Legitimate, reward, coercive, and informational power depend on the role
of a leader within an organization.
• Referent and expert are more personal and stay with the leader irrespective
of the organization. Hence, they are also easily transferable.
• Personal power bases are also the most effective in building compliance and
commitment to getting something done.
• 合法性、奖励性、强制性和信息性权力取决于组织内领导者的
角色。
• 参照者和专家更加个性化，无论组织如何，他们都会跟随领导
者。 因此，它们也很容易转移。
• 个人权力基础对于建立合规性和完成某事的承诺也是最有效的。
Legitimate Power
• This is the leader’s power to get others to comply purely based on their position. In a
hierarchical organization, the executives at the top of the organization chart have
legitimate power to demand compliance from others.
• Although employees may comply based on legitimate power, they might not do so
with a sense of cooperation and commitment.
合法权力
• 这是领导者纯粹根据自己的立场让其他人服从的权力。 在
等级制组织中，位于组织结构图顶部的高管拥有要求其他人
遵守的合法权力。
• 尽管员工可能会基于合法权力遵守规定，但他们可能不会出
于合作和承诺的意识这样做。
Legitimate Power
Legitimate power is necessary:
• It offers clarity and provides stability. In hierarchies, everyone knows who has
authority over whom.
• It is often reinforced by strict rules and laws. For example, employees can face
disciplinary action if they don't do as they're told.
合法权力
合法权力是必要的：
• 它提供清晰度并提供稳定性。 在等级制度中，每个人都知
道谁对谁有权力。
• 它通常通过严格的规则和法律得到加强。 例如，如果员工
不按照指示行事，他们可能会面临纪律处分。
Reward Power
• This is a leader’s ability to yield power by compensating their employees for
compliance. Leaders in this case control a desired outcome for their employee. Such as
recognition, extra holidays, a bonus or a promotion.
• When used flexibly, reward power can prove to be a strong motivator for employees.
However, if used rigidly, employees may be tempted to focus solely on the extrinsic
rewards. They may forget about the intrinsic motivation around their jobs.
奖励力量
• 这是领导者通过补偿员工的合规性来产生权力的能力。 在
这种情况下，领导者控制着员工期望的结果。 例如认可、
额外假期、奖金或晋升。
• 如果灵活运用，奖励权力可以成为员工的强大动力。 然而，
如果严格使用，员工可能会倾向于只关注外在奖励。 他们
可能会忘记工作的内在动机
Reasons why you may want to use reward power in the workplace:
It motivates employees and encourages them to try harder.
The condition here is to make sure most team members consider the reward
offered desirable. For example, a three-day paid vacation for top-performing
employees provides enough incentive to increase productivity across the
board.
您可能想在工作场所使用奖励权力的原因：
它激励员工并鼓励他们更加努力。
这里的条件是确保大多数团队成员认为所提供的奖励是令人满
意的。 例如，为表现最好的员工提供三天带薪假期可以提供
足够的激励来全面提高生产力。
Reasons why you may want to use reward power in the workplace:
It promotes teamwork and healthy competition.
Reward power often accompanies challenging tasks that require quick and
innovative thinking. If one strategy results in better overall performance (and
thus better rewards), it gives people a good reason to learn from it and
adapt their own approach.
您可能想在工作场所使用奖励权力的原因：
它促进团队合作和良性竞争。
奖励权力通常伴随着需要快速和创新思维的挑战性任务。 如
果一种策略能够带来更好的整体绩效（从而获得更好的回报），
那么人们就有充分的理由从中学习并调整自己的方法。
Reward power isn't always the best solution:
Finding the balance between cost and desirability is more complicated
than it seems.
If you don't know your employees well, you might spend too much money
just to offer something that's not desirable enough.
奖励权力并不总是最好的解决方案：
在成本和需求之间找到平衡比看起来更复杂。
如果你不太了解你的员工，你可能会花费太多的钱来提供一些
不够理想的东西。
Reward power isn't always the best solution:
It can demotivate people who don't top the scoreboard.
Not winning the prize might motivate many to try harder, but it can be
demoralizing for people with low self-esteem who are easily disheartened.
奖励权力并不总是最好的解决方案：
它可能会降低那些没有名列前茅的人的积极性。
没有获奖可能会激励许多人更加努力，但对于那些自尊心低、
容易灰心丧气的人来说，这可能会导致士气低落。
So how do you use reward power correctly?
First, you need to know what you're trying to achieve with these rewards.
You also should know enough about your team members to introduce
rewards they'll find interesting.
For example, let's say you want to incentivize collaboration, and your teams
consist of high-performing individuals who have trouble communicating.
Introducing personal rewards might not be such a good idea - appropriate
team rewards would make a lot more sense.
那么如何正确使用奖励权力呢？
首先，您需要知道您想通过这些奖励实现什么目标。 您还应
该充分了解您的团队成员，以便向他们提供他们感兴趣的奖励。
例如，假设您想要激励协作，而您的团队由沟通困难的高绩效
人员组成。 引入个人奖励可能不是一个好主意——适当的团
队奖励会更有意义。
Coercive Power
• A leader who draws on their employee’s compliance through force is said to have
coercive power. This could be economic, social, emotional, political or physical.
• Leaders who are brutally honest will find at least a few occasions where they had to
use threats either direct or indirect to get work done.
强制力
• 据说，通过武力迫使员工服从的领导者拥有强制力。 这可
能是经济的、社会的、情感的、政治的或身体的。
• 极其诚实的领导者会发现，至少在某些情况下，他们必须直
接或间接地使用威胁来完成工作。
Coercive Power
Coercive power comes with many disadvantages:
• It lowers job satisfaction and promotes toxic work environments. No one likes being
punished; no one likes bosses who threaten employees.
• It ruins retention rates. Why would anyone want to work for a company that abuses
power structures to keep the wheel turning?
强制力
强制权力有很多缺点：
• 它降低工作满意度并促进有毒的工作环境。 没有人喜欢被
惩罚； 没有人喜欢威胁员工的老板。
• 它会破坏保留率。 为什么有人愿意为一家滥用权力结构来
维持运转的公司工作呢？
Coercive Power
Coercive power comes with many disadvantages:
• When abused, it's a ticking time bomb. Coercive power might help you keep people compliant
for a while, but it's not a good long-term solution. If you keep punishing people, you'll have to
find ways to deal with high turnover rates. If you become more lenient without introducing
new forms of power, you'll slowly lose your authority.
• It hurts innovation. There's little room for experimentation, creativity, and innovation when
everyone fears punishment. It isn't easy to find passion and excitement in a job that doesn't
give you room to grow and express yourself.
强制力
强制权力有很多缺点：
• 一旦被滥用，它就是一颗定时炸弹。 强制权力可能会帮助你让人们
暂时服从，但这并不是一个好的长期解决方案。 如果你不断惩罚员
工，你就必须找到应对高流动率的方法。 如果你变得更加宽容而不
引入新的权力形式，你就会慢慢失去权威。
• 这会伤害创新。 当每个人都害怕受到惩罚时，实验、创造力和创新
的空间就很小。 在一份不给你成长和表达自己空间的工作中找到激
情和兴奋并不容易。
Informational Power
• A leader who has control over critical information that others need, is said to possess
informational power. The offer to share it or the potential threat to withhold that
information gives a leader power.
• However, this form of power dissipates immediately once the information is shared
with another.
信息力量
• 控制他人所需关键信息的领导者被认为拥有信息权力。 分
享信息的提议或隐瞒信息的潜在威胁赋予了领导者权力。
• 然而，一旦信息与他人共享，这种形式的权力就会立即消失。
Informational Power
• Although not part of the original five powers, informational power was later added to
the list by Raven in 1965. It turns out information is power, after all. Someone who
exerts informational power either a) has access to more data than others on a specific
subject or b) knows something that can be used as leverage to make others comply.
信息力量
• 虽然信息力量不属于最初的五种力量，但后来 Raven 在
1965 年将其添加到列表中。事实证明，信息就是力量。 行
使信息权力的人要么 a) 在特定主题上比其他人获得更多的
数据，要么 b) 知道一些可以用作使其他人遵守的杠杆作用
的东西。
Informational Power
• Unlike the other five powers we've already mentioned, informational power has short-
term effects. It can be positional or personal, depending on who uses it and how.
• For example, think of a big company that announced an imminent downsizing action
plan without going into details. Directors who know who will be laid off have
informational power due to their position. Now, think of a laid-off manager who is
hired by a competitor. They have personal informational power if they know a lot
about their ex-employer's data, future plans, etc.
信息力量
• 与我们已经提到的其他五种权力不同，信息权力具有短期影响。 它
可以是位置性的或个人性的，取决于谁使用它以及如何使用它。
• 例如，假设一家大公司宣布了即将实施的裁员行动计划，但没有详
细说明。 知道谁将被解雇的董事由于其职位而拥有信息权。 现在，
想想一位被竞争对手雇用的下岗经理。 如果他们了解前雇主的数据、
未来计划等，他们就拥有个人信息权力。
Referent Power
• Referent power is a leader’s ability to lead with trust and by example. If the leader is
perceived to be respected, and attractive by his employees, he is considered to have a
high degree of referent power.
• The concept of empowerment heavily relies on referent power. Since it takes more
time to develop, it proves most effective for organizations where leaders have a
workforce with medium to low turnover.
威望权利
• 参照力是领导者以信任和以身作则的领导能力。 如果领导
者被员工认为受到尊重并且有吸引力，那么他就被认为具有
高度的参照力。
• 授权的概念在很大程度上依赖于参考权力。 由于它需要更
多的时间来发展，因此对于领导者拥有中低流动率员工的组
织来说，它被证明是最有效的。
Referent Power
Great leaders know that referent power can:
• Boost morale and increase productivity. Because they lead by example and act with integrity,
referent leaders don't intimidate subordinates. They are role models that everyone respects
and looks up to, contributing to a pleasant and desirable work environment.
• Instill trust. Referent leaders are approachable, and people reach out to them for advice,
suggestions, and feedback. They are often aware of internal issues long before anyone else can
tell something's wrong. The same can't be said about leaders who rely only on their job title to
run their business.
威望权利
伟大的领导者知道参照力可以：
• 鼓舞士气并提高生产力。 因为参照领导者以身作则、诚信行事，因
此他们不会恐吓下属。 他们是每个人都尊重和尊敬的榜样，为营造
愉快和理想的工作环境做出了贡献。
• 灌输信任。 参照领导者平易近人，人们会向他们寻求意见、建议和
反馈。 他们往往早在其他人发现问题之前就意识到了内部问题。
对于仅依靠职位来经营业务的领导者来说，情况就不同了。
Referent Power
Great leaders know that referent power can:
• Improve staff retention. The reverence gained by a leader who has strong interpersonal
relationship skills is crucial to creating a strong sense of community. Charismatic leaders are
the glue that holds companies together, even – and especially – when things don't go as
planned. If you're working for an abusive boss, you've got no reason to keep supporting their
business during a crisis – you'll just walk out. But if you feel you're part of a community, you're
much more likely to keep supporting the people you admire and respect.
威望权利
伟大的领导者知道参照力可以：
• 提高员工保留率。 具有强大人际关系技巧的领导者所获得的尊重对
于建立强烈的社区意识至关重要。 魅力型领导者是将公司凝聚在一
起的粘合剂，即使是——尤其是——当事情没有按计划进行时。 如
果你为一个虐待你的老板工作，你就没有理由在危机期间继续支持
他们的业务——你只会离开。 但如果您觉得自己是社区的一部分，
您就更有可能继续支持您钦佩和尊重的人。
Expert Power
• Expert power relies on a leader’s specialized knowledge, domain expertise or skill-set.
Interestingly an employee with greater knowledge might have higher expert power
when it comes to a particular task.
• Expert power diminishes as a leader starts sharing their knowledge with their
employees. Fearing this, leaders sometimes intentionally choose not to share their
knowledge base with employees.
• While this increases the leader’s perceived power, it weakens the organization’s
effectiveness over time.
专家力量
• 专家力量依赖于领导者的专业知识、领域专业知识或技能。 有趣的
是，在执行特定任务时，拥有更多知识的员工可能拥有更高的专业
能力。
• 当领导者开始与员工分享知识时，专家的力量就会减弱。 由于担心
这一点，领导者有时会故意选择不与员工分享他们的知识库。
• 虽然这增加了领导者的感知权力，但随着时间的推移，它会削弱组
织的有效性。
Expert Power
Expert power also has its disadvantages:
• As you share your knowledge with others, your expert power slowly diminishes.
• To maintain your expert power, you need to make sure you're constantly learning and
evolving.
• When experts assume leadership roles, they tend to see their business through the
lens of their expertise, often disregarding others' opinions and even missing the bigger
picture altogether.
专家力量
专家力量也有其缺点：
• 当您与他人分享您的知识时，您的专业力量会慢慢减弱。
• 为了保持您的专业能力，您需要确保不断学习和发展。
• 当专家担任领导职务时，他们倾向于通过自己的专业知识来
看待自己的业务，常常忽视他人的意见，甚至完全忽略了大
局。
 How to Use
the Various Types of Power
如何使用 各种权力
https://www.betterup.com/blog/types-of-power
Understand your goals:
Understand your goals: It’s much easier to create a plan when you know
what the end goal is. The same can be said for leadership styles and types of
power. Before delegating or motivating your team, understand what you
want to achieve in doing so.
了解您的目标：
了解您的目标：当您知道最终目标是什么时，制定计划就会容
易得多。 对于领导风格和权力类型来说也是如此。 在委派或
激励您的团队之前，请了解您希望通过这样做实现什么目标。
Understand your team:
It’s also important to know who you are speaking to and what they
value. You can get to know your team better with async check-ins,
1:1 meetings, casual coffee chats, or more structured employee
engagement surveys. By familiarizing yourself with your team, you
will have a better idea of which power types to use and when.
了解您正在与谁交谈以及他们看重什么也很重要。 您可以通
过异步签到、一对一会议、休闲咖啡聊天或更结构化的员工敬
业度调查来更好地了解您的团队。 通过熟悉您的团队，您将
更好地了解使用哪种电源类型以及何时使用。
Consider your leadership style:
Are you a democratic leader who likes to hear from each individual
before making a decision? Or do you take a more top-down
approach? Different leadership styles feed into and support various
types of power, so try to think of them as a cohesive partnership
for great leadership.
考虑您的领导风格：
您是一位民主领导者，喜欢在做出决定之前听取每个人的意见
吗？ 或者你采取更自上而下的方法？ 不同的领导风格会产生
并支持不同类型的权力，因此请尝试将它们视为伟大领导力的
有凝聚力的伙伴关系。
Reflect and revise your approach:
You might have great success the first time you apply a new type of
power. But if it falls flat and does not resonate with your team (or
your own values), then try another approach. Remaining flexible
and being open to feedback will make the process easier.
反思并修改你的方法：
当你第一次运用一种新型力量时，你可能会取得巨大的成功。
但如果效果不佳并且无法与您的团队（或您自己的价值观）产
生共鸣，那么请尝试另一种方法。 保持灵活性并乐于接受反
馈将使这个过程变得更容易。