Referent Power

It is common to identify with and be influenced by a person because of his personality or behavioural style. The charisma of that person forms the basis of referent power. A person with charisma is admired because of his or her personality. The strength of a person's charisma is an indication of his or her referent power. Charisma is a term used to describe the magnetic personalities of some politicians, entertainers and sports figures. Some managers are also regarded by their subordinates as extremely charismatic.

Referent power is sometimes referred to as personal power. Referent (or personal) power is based on the target's attraction to the power holder - liking, perceived similarity, admiration, desire to be close to or friendly with the power holder. This attraction may be based on physical attractiveness, dress, mannerisms, lifestyle or position, but can also include friendliness, congeniality, honesty, integrity and so on.

Truly charismatic people - those who have a unique blend of physical characteristics, speech, mannerisms and self-confidence- are able to influence very large groups of people by their actions. Referent power is based on the need of an individual to identify with people of influence or attractiveness. The more the target admires or identifies with an individual, the more referent influence the power holder has and the more control he can exert because of this identification. This form of power is often regarded as one of the strongest in negotiation.

In international negotiations governments realise the importance of sending professional negotiators or individuals with special qualities of referent power to negotiate on their behalf. If personal power is abused by any side it can lead to tremendous distrust between the parties involved. Personal power is seldom associated with destructive tactics of any form, because individuals with an abundance o personal power will often try to find those agreements that could befit both sides as not to leave any victims in their wake and thus lose their source of attractiveness.

The personal integrity of an individual in the opponent's team could be a very strong from of common ground in negotiations. Many negotiators fall back on the integrity of the parties and the relationships built up between individuals as the strongest bond that exists between negotiating parties. The very existence of this bond will encourage them to find solutions for any conflict that may occur.

Power in negotiations

Negotiation power can be defined as the ability of one negotiator to influence or modify the behavior of another. It has a variety of aspects and qualities. Power is not absolute but relational; one has power in relation to some other person or event. It is relational because the ability to influence others has to be accepted by them. Often power cannot be acquired rather it is given by others, for example, when one acts on behalf or a corporation or a large group of people.

Power is the source of pressure, while influence is the use of power. It is often associate with strength; powerful politicians, speakers and corporate officers can influence organizations and groups of people. But weak have power if they can deny what others wish to obtain.

Power is effective only when the target agrees to comply. Everybody may be able to resist the power of another. But one may feel powerless to resist. Also, the social, political, personal, and/or emotional price to be paid may be considered too high in comparision with compliance. Fear of failure in resisting someones power may be another reson for compliance.

The aspects and qualities of negotiating power include:

• It is relative between the parties;
• Changes over time;
• Is always limited;
• Can be either real or apparent;
• Its exercise has both benefits and costs;
• It relates to the ability to punish or benefit;
• It is enhanced by legal support, personal knowledge, skill, resources and hard work;
• It is increased by the ability to endure uncertainty and by commitment;
• It is enhanced by a good negotiating relationship;
• It depends on the perceived BATNA; and
• It exists to the extent that it is accepted

Sources of power (J. French and B. Raven, "The Bases of Social Power." In D. Cartwright (ed.), "Studies in Social Power." Ann Arbor, MI: Institute for Social Research, 2001, pp. 150-167.)

• Information power and expert power is based on based on what one knows, what experience one has, and/or what special skills or talents one has. It involves the ability to present facts, make credible arguments, be persuasive with data.
• Reward power is based on the ability of some to offer positive or negative rewards be it tangible (e.g., monetary) or intangible (e.g., spiritual). It requires access to (re)sources that others require: direct and indirect control over resources.
• Legitimate power gives you authority because of your position in a hierarchy. This often gives you also information and resource power. Legitimate power can also be gained by reputation and performance have an influence. If you get things done (performance), people will respect the fact that you can get things done (reputation).
• Referent power comes from affiliations and location in organizational structure: social networks can give you information power. Some positions are more powerful in terms of centrality, criticality, flexibility and visibility in a network
• Coercive power exists when the use of or the threat of force is made to extract compliance from another. Force can be physical but also social, emotional, political, or economic.
• Personal sources of power: friendliness, emotion, integrity, and persistence.

Strategies of influence

• Persuasion - ability to create a compelling logical argument.
• Exchange - offering favors or promises to secure the other person's cooperation. "One hand washes the other"
• Legitimacy - ability to give direct orders and control the content & process of negotiation.
• Friendliness - Establishing rapport
• Praise or reinforcement - strong influence on shaping people's behavior
• Assertiveness - being very direct, using strong and compelling language.
• Inspirational Appeal - emotional appeal that targets someone's values or aspirations
• Consultation - involving others makes them more likely to follow final decision
• Pressure - like commitments, defines some consequence for your behavior
• Coalitions - getting support from others to strengthen your case

Illustration of the relativity of power

This story has been circulated on the internet. Allegedly it is based on an 'actual radio conversation' between a U.S. Navy aircraft carrier (U.S.S. Abraham Lincoln) and Canadian authorities of the coast of Newfoundland in October 1995.