ABSTRACT
Some have said that power corrupts. At a minimum, the use of power can test character, as noted by Abraham Lincoln, who said, “If you want to test a man’s character-give him power.” In regard to leadership, the appropriate use of 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 French and Raven (1960) more than 50 years ago. ey identied 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 ocial roles and 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. Further, experts recommend limited use of positional power to motivate others.
