There is no one way to lead, but there are different perspectives on how to lead.  We might need a certain variety in one environment, but a different model in another ecosystem.  Often the danger is dragging the same model around with us which worked well in one locale and trying to slam the square peg into the round hole at the new shop.  I have tried that by the way and it didn’t go very well, so I don’t recommend it. Let’s look at five power varieties to stimulate our thinking about whether we have the right set up in our current situation. 1.    Authority Power We have been given the mandate to lead and we are accountable for the results.  None of the team were asked their approval for us to be their boss and here we are ready to do our job, as we define it, in the way we want to do it.  As the leader, we require the staff to do what we tell them and by accepting the salary, they have agreed to do it or they can leave.  We are pulling rank on everyone and using the machines muscle, to get compliance with what we say needs to be done. We can expect some resistance from within the team.  Some individuals may have bonded with our predecessor or may believe they should be the boss and not us.  Depending on how we treat people and how well we run the operation, we may get respect and commitment from the team members. 2.    Coercive Power We have the power to fire people, to deny bonuses and promotions. We are their boss and we let them know it.  “It is my way, baby or the highway around here.  Get on board or get lost”.  Sometimes this type of power needs to be pulled.  The organisation’s results may be insufficient and the entity is lost. It needs a complete makeover and you have been sent in there by the big bosses to panel beat it back into shape.  You have the authority to prune deadwood, rid the operation of resisters, chuck out charlatans, provocateurs and guerrilla combatants. 3.    Expert Power This is an old model of ideal leadership where the boss knows more and is more capable than anyone in the team. The best engineer, salesperson, lawyer, creative, etc., type of thing - you get the idea. Sadly, these days business has become so complex and sophisticated that the boss, as one person, cannot carry the whole thing on their back.  We need personal expertise, but it isn’t enough anymore. We also need everyone else to pitch in and support the team effort. 4.    Reward Power As the boss, we can hand out the sweeties to our people as we judge their loyalty, effort and commitment.  “You people get a bonus because you did well, but you lot over there get none, or a smaller bonus, because I judge you did less well.  If you want to survive or thrive around here, you better align with me or you will get the bare minimum”.  This has a transactional element to it, which will work in certain situations. There is a big downside to it though, as people only respond when we can keep handing out the goodies.  When the gravy train stops, they jump off. 5.    Role-Model Power This is the saint model of leadership.  We ooze with integrity. Our vision is clear, people accept it and will happily follow us into corporate battle with our rivals.  We are really good at communicating with our team.  Our persuasion skills are at peak level and we are very excellent in dealing with people.  Maybe in another life, we could have been a psychologist, because we are so good at understanding what drives each person.  We are the right combo for the role.  Now here is an important observation - we don’t start out as a saint though. Over time, we learn what works and what doesn’t and we apply our lessons everywhere we can, to improve as a leader.  The important element is that we are committed to being better with our team and we are without massive ego, so we are flexible and can win people over to our way of thinking.  Depending on the situation, we may get to this point after we have swept away a bunch of issues, using some of the other power m