
The bases of social power have evolved over the years with benefits coming from advanced research and theoretical developments in related fields. On the basis of research and evidence, there have been many other developments and elaborations on the original theory. French and Raven developed an original model outlining the change dependencies and also further delineating each power basis.

Table 1 

Though it is a common understanding that most social influence can still be understood by the original six bases of power, the foundational bases have been elaborated and further differentiated.                                                                                                                                                         Further Differentiating the Bases of Social Power

Table 2

Bases of power
As mentioned above, there are now six main concepts of power strategies consistently studied in social communication research. They are described as Coercive, Reward, Legitimate, Referent, Expert, and Informational.  Additionally, research has shown that source credibility has an explicit effect on the bases of power used in persuasion.

Source credibility, the bases of power, and objective power, which is established based on variables such as position or title, are interrelated. The levels of each have a direct relationship in the manipulation and levels of one another.

The bases of power differ according to the manner in which social changes are implemented, the permanence of such changes, and the ways in which each basis of power is established and maintained.

The effectiveness of power is situational. Given there are six bases of power studied in the Communication field, it is very important to know the situational uses of each power, focusing on when each is most effective.  According to French and Raven, "it is of particular practical interest to know what bases of power or which power strategies are most likely to be effective, but it is clear that there is no simple answer.

For example, a power strategy that works immediately but relies on surveillance (for example, reward power or coercive power) may not last once surveillance ends. One organizational study found that reward power tended to lead to greater satisfaction on the part of employees, which means that it might increase influence in a broad range of situations. Coercive power was more effective in influencing a subordinate who jeopardized the success of the overall organization or threatened the leader's authority, even though in the short term it also led to resentment on the part of the target. A power strategy that ultimately leads to private acceptance and long-lasting change (for example, information power) may be difficult to implement, and
The bases of social power have evolved over the years with benefit come from advanced research and theoretical developments in related battlefield. On the basis of research and evidence, there have been many early developments and elaborations on the original theory. French and Raven develop an original model outlining the variety dependencies and also far trace each power footing. 

 Table 1 

 Though it is a coarse agreement that most social influence can still be understood by the original six base of power, the foundational bases have been elaborated and further distinguish.                                                                                                                                                          Further Differentiating the Bases of Social Power 

 Table 2 

 Bases of power 
 As mentioned above, there be now six main concepts of power strategies systematically analyze in social communication research. They are described as Coercive, Reward, Legitimate, Referent, Expert, and Informational.   Additionally, research has shown that source credibility has an explicit effect on the bases of ability used in persuasion. 

 Source credibility, the base of exponent, and objective power, which is established based on variables such as position or title, are interrelated. The level of each have a direct relationship in the manipulation and levels of one another. 

 The bases of baron differ according to the manner in which social changes are implemented, the permanence of such variety, and the direction in which each footing of power is established and maintained. 

 The effectiveness of power is situational. Given there are six bases of exponent studied in the Communication field, it is very important to know the situational consumption of each power, concenter on when each is most effective.   harmonize to French and Raven, " it is of particular hardheaded interest to acknowledge what bases of exponent or which power strategies are about likely to be effective, but it is clear that there is no simple answer. 

 For example, a power strategy that works immediately but relies on surveillance (for example, reward ability or coercive power) may not last once surveillance end. One organizational study found that advantage power tended to lead to great satisfaction on the part of employees, which means that it might increase influence in a broad range of situations. Coercive exponent was more effective in influence a subordinate who jeopardized the success of the overall organization or threatened the leader's assurance, even though in the short term it also precede to resentment on the part of the target. A power strategy that ultimately leads to secret acceptance and long - lasting change (for exercise, information power) may be unmanageable to implement, and

The bases of social power hxve evolved ovet rhe yeers witg benefigs coming from advanced reseerch and ukeoretical developmevts in repated fiwlds. In the basma of research wnd zvmdence, there haye been manf other develo[mdncs and elaborations on the original eheory. Grfnch and Raven devtlo[ed zn original model outlining the chznge dekendencies and alsp further delineating each powfr basis.

Table 1 

Thokgh it is a comiin understanaing that most social jnfluence can still be understoud by the origibao slf bases of 'ower, nhe foundatioksl basas have been elaboratcd anv fuether differentiated.                                                                                                                                                         Further Differentiating the Basev or Social Power

Table 2

Basws of power
As mentiongd above, trere are now six main concepts of power strategiev conaksttnbjh shudied in social communication research. They wde dvscribed as Coerclve, Reward, Legitimstf, Tgferent, Expert, and Iurodmational.  Additiojally, rgsearcy has shorn tnat source credibility has qn explicit vffext on the bases of power used in kersuaxion.

Source credibility, che baaes of poweg, and objsztive power, whicf ix astablished based on variafles such as 'osition or jitle, awe interrepated. The levels of each have a direct repationship in the manipulation eid levels of pna atother.

Thz basex of power disfer according to the manndr in whicg socian changes awe implementeg, the permaneice of sush cyangws, and gfe ways in whivh each bcfis if power is establlshed znd maintained.

Tkt edfectiveness of poder id xiegational. Givan tferd are rix bastf iw poeer studied in the Cmmmuhication field, it os very imkortant tj know the siyuational uses of tach pmwec, focuxind on when each is most effectibe.  Accorfinn to French agd Rqven, "it is oy particular practical interest to know xhat bases of power or qhich power strategnex are most kikelr to be exfective, but it is coear that there ix no simple answer.

For exampne, a oower strategy that works immediately but relies on surveillance (for example, rexawd power or coetcive pjcer) may not uast once surveiklance ends. One organizational rtudy fognb that reward power tended to ldad to greatet satisfaction on the part of emplpyees, which means that it might increase influence in a broad rqnge kf sitlztmons. Coercive power eas moxe effwctive un ikfluencing a sjbotdlnate who ueoperdnzed the success of the overall oeganizqtlon or threatenev the leader'd authkrity, gven though in ths shkgt tetm it also led to resentment on the part of the nardet. A power steztegy that uktimajzny leads to 'rivate acce[tance and long-lasting change (for example, informatikn power) jay be dlfficult to implekxnt, and
The bases of social power have evolved years benefits coming advanced research and On basis of research evidence, there have many other developments and elaborations on original theory. French and Raven developed an original model outlining the change dependencies also further delineating each power basis. Table 1 Though it is a common that social can be understood by the original six bases of power, the foundational bases have been elaborated and differentiated. Further Differentiating the Bases of Social Power 2 Bases of power mentioned above, there are now main of power consistently in communication research. They described as Coercive, Reward, Legitimate, Referent, Expert, and Informational. Additionally, research has shown that source credibility has explicit effect bases of used persuasion. credibility, the bases and objective power, which is established such as position or title, are interrelated. The of each a direct relationship in the manipulation levels of one another. The bases of power according to the manner in which social changes are implemented, the permanence of such changes, ways in which each of power is and The of is situational. there are six bases of power studied in the Communication field, is very important to know the situational uses of each on each is most According to French and "it of particular practical interest what of power are likely to be effective, it is clear that there no simple answer. For works immediately but relies on surveillance (for example, power or coercive power) may not last surveillance ends. One organizational study found that reward power tended to lead greater satisfaction part of employees, which means that it might influence in a broad of situations. Coercive power was more effective in influencing subordinate jeopardized the of the overall or threatened the authority, even though short term also to part of the target. A power that leads to private acceptance and change information power) may be difficult to implement, and

The bases of social power have Evolved oveR the yEarS wiTh BeneFits Coming from advaNCed rEsearch and theoretical dEveloPmENts iN ReLated Fields. ON ThE BAsiS oF rEseArCH aNd eviDenCe, there Have been maNy oThEr developmenTS aNd elaboratIonS on the originAl tHeory. FReNch ANd RavEn dEveloPed an oRIginal Model outlInINg the cHAnge depENDeNcieS and also further deLInEAting each power Basis.

TAbLE 1 

THOUgh It iS a common unDeRstanDIng that MOsT SOCiaL Influence can sTill be underSTooD by the OrIgiNAl six bAses oF pOWer, The foundatiOnal Bases have Been elABorated ANd furthEr diffEreNtiAted.                                                                                                                                                         fUrThEr DIfFEreNTiAtiNG thE Bases of soCiAl PowEr

TaBLE 2

bAses Of pOwer
as menTioned above, thEre Are nOW siX main ConcePts oF pOwer sTrategIes coNsIstently studied In soCial commuNicAtIon ReSearcH. they arE deScrIbed as COercive, rEwaRd, lEGItImate, Referent, ExperT, aND inFormatioNal.  AddITiOnALly, reseaRcH haS shoWN That sOurcE CrEdibilitY has an EXpLiCit effeCt On the bAsEs oF poWer usED in pErsuasIon.

SourcE credIBility, the bases OF power, and objeCTiVE PoWEr, whIch Is establishEd baSEd on VariABlEs sUCh as pOsitiOn OR tITle, are interrelated. THe Levels Of eacH have a direct rElationshiP IN The manipUlatIOn ANd levels of one aNotheR.

The bases oF Power difFer acCording tO the manneR IN which soCiaL chAngEs aRE ImPlemented, the pERManeNcE of such ChaNges, and The WayS in WhiCh Each basis Of power iS eStAbLiSheD and mAIntained.

thE efFeCtiVenesS Of poweR is siTuatIoNaL. givEn there ARe SIX basEs Of PoweR stUdIed in The COMmuNicatioN field, it iS veRY impOrTaNt to knoW the situationAl Uses of each PoWer, FocusiNG On when eaCh is most effective.  AccordINg to FreNch And RaVen, "iT is of partIcuLar praCtiCAl inteRest to Know wHaT baSES of poWER oR whIcH power straTEGieS are mOsT likEly to be Effective, but it is clEAr tHat there is no sImpLe anSWEr.

for EXaMPle, A pOWer STRategy that works ImmediatelY bUT rElies on surVEilLaNce (for eXample, rEward POwer or cOercive poWer) may not LaSt onCE SurVeillance eNds. One orGanizatioNAl stuDY fOund tHat Reward PoWer TendeD to leaD To gReateR satisFaCtion oN the pArT of emploYees, which means that it migHt incrEase iNflUence in a bRoaD RanGe of situaTionS. Coercive pOweR waS more EffECtive In inFLuEncINg a suBordINate who jeOPaRdiZED tHe success of THE OveRall oRgaNIzatioN or tHreatened the leadeR'S authority, even ThouGH In tHe sHOrt tErM it also led to reSenTmENT on the paRt Of the target. a power stRaTEgy thAt ultiMately Leads to PRIvATe accePtanCe aNd long-lasTinG cHAnge (for ExAmPLe, infoRmatIoN power) May be dIFficULT to implement, and

The bases of social power  have evol ved o ver  th eyear s wi th benefits co m ingfrom advanced research  andth e oret i ca l dev elopmen t si n  re la te d f ie l ds . Onthe  basisof researc h a nd  evidence, t h er e have bee n m any other de vel opment sand elabo rat ionson the origin al theory .F rencha nd Rave n de velo ped an original m o de l  outlining the  chang ed ep e n den cie s and also  f urthe r  deline a ti n g eac h  power basis. 

Table 1 Tho ugh it  i s a common  unde rs t and ing that mo st s ocial inf luence can sti l l be un dersto odbytheo ri gi nal  s i x b a se s o f  po wer, the  f ou ndati onal b a s es h ave  bee n ela borated and f urt herd iff erent iated .                                                                                                                   Fur th erDiff e r entia ting th e Basesof Soc i al  P ower

T ab le 2
Ba ses  of  powe r 
Asmentio ned abov e, th e re are now six main concepts of p ow e r st rat egies consi sten t ly s tudi e dins ocial  comm un i ca t ion research. Theyar e desc ribed  as Coercive,  Reward, L e g i timate,Refe r en t , Expert, andInfor mational.Addition ally,  researc h has sho w n  that so urc e c red ibi l i ty  has an expli c i t ef fe ct on t hebases o f p owe r u sed  i n persuas ion.

So ur ce  c re dib ility ,  the bas es  of  p owe r, an d  objec tivepowe r,  w h ich  is est a bl i s hedba se d on  va ri ables  suc h  as  positi on or tit le, arein te rrelate d. The levels  o f each hav ea d irectr e lationsh ip in the manipulationa nd leve lsof on e an other.

T hebasesofp ower d ifferaccor di ngt o  them a nn erin  which soc i a l c hange sareimpleme nted, the permanen c e o f such change s,andt h eway s  i n  wh ic h  ea c h  basis of power  is establ is h ed  and maint a ine d. 

The e ffectiv eness of powe r is situ ational.Gi vent h ere  are six b ases ofpower stu d ied i n  t he Co mmu nicati on  fi eld,it isv ery  impo rtantto  knowthe s it uational  uses of each power, fo cusing  on w hen  each ismos t  ef fective. Acc ording toFre nch  andRav e n, "i t is of  pa r ticul ar p r actical i n te res t to  know whatb a s esof po wer or whi ch p ower strategies a r e most likelyto b e eff ect i ve,bu t it is cleartha tt h ere is n osimple answ er.

For  e x ample , a po wer st rategyt h at worksimme dia tely butrel ie s  on sur ve il l ance ( forex ample,  rewar d  pow e r  or coercive pow er) m a y  notl ast  once  s urveill a nceends. Oneorganizatio nal st udyfound  that r ew ard po wer  t ended to l e ad to gre atersatisfa ct iononthe pa rt o f emplo yees ,whi ch meanst h at it  m i ght  inc rease  i nflu ence in a broad ra nge of situ at ion s .  Coerc i ve p ower was m ore  effe c t ive in inf l uenc i ng a sub ordina te who  jeopar d ize dthe suc ces s of the ov erall org a niz at ionor threa te nedth e l ea der's authority , even t hough in t he sho rtt ermi t also  l ed to resent menton the par t ofthe tar g et.  Apow er s tra tegy that ultimately leads to  pri vatea cce ptanc e and  l ong-last i ng c hange (f o r example, in formation power )  ma y  bedif f ic ul t to impl eme n t, an d

The bases_of social_power have evolved over_the years_with_benefits coming_from_advanced research and_theoretical developments in_related fields. On the_basis of research_and_evidence, there have been many other developments and elaborations on the original theory. French_and_Raven developed_an_original_model outlining the change dependencies_and also further delineating each_power basis.

Table_1 

Though it is a common understanding that_most_social influence can_still be understood by the original six bases of_power, the foundational bases have been_elaborated and further_differentiated.__   _     _     _      _     _    _ _    _  _ _  _     _  _     __  ___ _  __ __     __      _   __   _    _     _ _ _          _     _   _ __  __ _    Further Differentiating the_Bases of_Social Power

Table 2

Bases of power
As mentioned_above, there are now_six_main concepts of power strategies consistently_studied in social communication research. They_are described as Coercive, Reward,_Legitimate,_Referent,_Expert, and Informational.  Additionally,_research has shown that source credibility_has an explicit_effect on the bases of power used_in_persuasion.

Source credibility, the bases of power,_and_objective power, which is established based_on_variables_such as position or title,_are interrelated. The levels of each_have a direct relationship in the manipulation and levels_of one another.

The_bases of power differ according_to_the_manner in which social changes are implemented, the permanence of_such changes,_and the ways_in which each basis of power is established and maintained.

The_effectiveness of power is situational. Given there_are six bases of power studied in the Communication field, it_is very important to know the situational uses_of each power, focusing on when each_is most effective. _According_to French and Raven, "it is of_particular_practical_interest_to know what_bases of power_or which power_strategies are_most likely to_be effective,_but it is_clear_that there is no simple answer.

For example, a power strategy that works immediately but relies on surveillance (for_example, reward power or coercive power)_may not last once surveillance_ends._One organizational study_found that reward power_tended to lead to greater satisfaction on the_part of employees, which means that it might increase_influence_in a_broad range of situations._Coercive power_was more_effective in influencing_a subordinate_who jeopardized_the success_of the overall organization or threatened the_leader's_authority, even though in the short term it also_led_to_resentment_on the part_of the target._A power strategy_that ultimately leads_to_private acceptance and long-lasting change (for_example, information power)_may be difficult to_implement, and