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...comes from the organization. The very nature of a leader’s position offers power over others. A follower is likely to act upon requests because of this hierarchical relationship, which comes with the understanding of a leader’s formal position and role as representing the organization’s interest until and unless proven otherwise.

... Is another type of hard power and is based on the leader’s authority to punish, threaten, use force, and withhold rewards. Not following a leader or manager could result in a warning or potentially even a firing. This source of power also stems from the organization and the systems of reward and punishment that are built into the hierarchy.

... Is another form of personal power that is based on personality and personal characteristics. Employees esteem the leader and will follow out of admiration or general regard. Charismatic leaders, in particular, excel through... In some ways, this source of power is the opposite of coercive power. Followers are influenced by trust rather than fear or warnings of retribution.

... Relates to an individual’s network by virtue of relationships with powerful and influential people. An employee may have a junior position and access to a strong network through family and friends, which provides a capacity to influence others, even a supervising manager.