The forms of power in Human Resource

directing you to change the way you test your students; and if you refuse, I will
officially issue a reprimand for your disobedience.”
• Reward power. This form of .power is based on the assumption that a principal can
provide positive outcomes for others. Reward power, like coere-ive power, often
is applied as a support for -legitimate po-wer. A principal who relies on rewards to
change -a teacher’s behavior might say, ”As principal, I am -recommending that you
change the way you test students; and if you comply, I will write a positive letter to
support your application for tenure.”
• Expett pouiet: This form of power is based on aprincipal possessing special information
or expertise that .others need or value. The depth of this form- of influence depends
on the extent to which a-principal’s expertise is.atypical and crucial to the school. A
principal. who relies on expertise to change a teacher’s behavior might say, “Based
on my experiences dearing with this problem, I advise-you change-the way YOl:l- test.
• Referent power. This form of power results from charisma or fame, In ord-erto exercise
it, a principal must possess characteristics-admired by others. Those-being influenced
are prone to seek the principal’s approval ignore his or her shortcomings. A
princip-alwho relies on referent power might try to change-a teacher’s.behavior by
saying, “1think you have gre

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