ABSTRACT
Leaders hold powerful positions, and the appropriate use of this power is related directly to trust: the abuse of power destroys trust, while the correct use of power builds trust. A classic reference for understanding power was provided by John French and Bertram Raven more than 50 years ago. They identified seven power bases or categories of power, which divide into two groups: positional power and personal power. Leaders are granted positional power by the nature of their official roles and the responsibilities of their positions. Personal power is earned through the use of our personalities or charisma, our relationships and connections, and our knowledge and expertise. Leaders who rely on personal power tend to be more trusted than those who use positional power as a way to gain compliance or enact change. Leaders can abuse power in a number of ways. Some leaders use power to control others; others use it to demean people.
