What is influence?
Influence is the effect that other people’s words, actions, or presence have on your thoughts, feelings, attitudes, or behavior.
It can show up as conformity—changing your behavior to match what others are doing. Influence isn’t about forcing anyone; it’s about creating a nudge that people willingly lean into. Think of it like a friend persuading you to try a new coffee shop because they loved it—no commands, just a gentle push in a direction. (Honestly, this is the best way to explain how influence actually works.)
How do power and influence differ?
Power is the ability to make someone do something, while influence is earning their willingness to act.
Power often relies on authority, resources, or position. Influence, on the other hand, often grows from trust, charisma, or shared values. For example, a CEO has power because of their title, but a respected team lead might have more influence because the team genuinely values their opinion. Power can get compliance; influence tends to get commitment. (That said, the best leaders use both.)
How do power, influence, and influence tactics relate in leadership?
Power is like the battery—it’s the capacity to create change. Influence is the voltage actually delivered, and tactics are the wiring and tools you use to direct it. Leaders with strong personal power (like expertise or charisma) often use softer tactics, like persuasion. Those with formal authority may lean on harder tactics, like rewards or penalties. (It’s all about matching the approach to the situation.)
What is referent power?
Referent power is influence based on someone’s attractiveness, likability, and charisma.
It’s not about position or rewards—it’s about who people want to be like or who they respect deeply. Think of a mentor or a celebrity who inspires you not because they’re in charge, but because you genuinely admire them. In teams, referent power often shows up when someone’s values align closely with the group’s culture. (This kind of power can’t be faked—it has to be earned.)
Can you give examples of influence?
An example of influence is a student who consistently completes assignments on time, inspiring their younger sibling to do the same.
Another example: a manager who models work-life balance and, over time, shifts the team culture toward healthier boundaries. Influence can be subtle—a well-timed compliment, a shared success story, or even body language that signals approval. It’s not about manipulation; it’s about setting a tone others want to follow. (Small actions often have the biggest impact.)
How do power and influence connect?
Power is the ability to impose your will; influence is the ability to deeply affect behaviors and beliefs without force.
They often work together. A leader with legitimate power (like a VP) can issue directives, but their long-term impact depends on how much influence they wield. Influence makes power sustainable; power without influence often leads to resistance. The best leaders balance both—they have the authority to act, and the trust to inspire. (That balance is what separates good leaders from great ones.)
What’s the relationship between power and influence?
In other words, power is the toolbox, and influence is the result you build with it. A person can have power (like being a parent or a boss) but little influence if others don’t trust or respect them. Conversely, someone without formal power—a peer, a volunteer, a friend—can have huge influence if they’re persuasive and authentic. (It’s not about the title; it’s about the impact.)
Can leadership use power and influence to guide followers toward goals?
Yes—leadership is defined as using power and influence to direct followers toward achieving goals.
This definition comes from decades of management research, including foundational work by Gary Yukl and others. The key is balance: too much power without influence leads to compliance but not engagement. Too much influence without power can leave you unable to act. The sweet spot? Using both to align effort and motivate action. (That’s what real leadership looks like.)
Is the ability to influence others a skill?
Yes—the ability to influence others is the capacity to affect their behavior, attitudes, or decisions.
It’s not just about getting people to do what you want—it’s about doing it in a way that maintains trust and mutual respect. This skill is especially valuable in collaborative environments where authority is distributed. Resisting unwanted influence is just as important as exerting it—think of it like emotional immunity in social settings. (It’s a two-way street.)
How can individuals build power and influence?
Use both position-based power and personal power, develop referent power, and match tactics to the situation.
Start by understanding your base: Do you have formal authority or more informal influence? Build referent power by being consistent, authentic, and supportive. Match tactics to context—use persuasion in creative teams, collaboration in cross-functional projects, and assertiveness in crises. Keep learning and adapting; power and influence grow with trust and credibility. (It’s a process, not a one-time achievement.)
What effects do power and influence have on individuals?
Power makes it easier to influence others and perform effectively, but it can also change how you think and act.
Studies in social psychology, like those cited by Psychology Today, show that power can increase confidence and decisiveness—but it can also reduce empathy and increase risk-taking. People with power may become more assertive, but they can also become isolated. Influence, when used ethically, tends to reinforce positive behaviors and relationships. (It’s a double-edged sword.)
How does influence actually work?
Influence works by applying subtle social pressure or inspiration to change how someone thinks, feels, or acts.
It’s not about manipulation—it’s about connection. A smile, a shared story, or quiet leadership can all be forms of influence. Influence thrives in environments where people feel safe and valued. The opposite—coercion or force—often backfires. Real influence is built on trust, consistency, and respect for the other person’s autonomy. (That’s the secret ingredient.)
What’s an example of referent power?
A celebrity someone admires or a friend they want to be liked by is an example of referent power.
It’s not about title or role—it’s about who people aspire to be like. In a team, it might be the colleague everyone goes to for advice because they’re calm under pressure. In social circles, it’s the person whose presence shifts the mood just by walking in. Referent power is invisible until it’s missing—then you notice how much people were leaning on it. (That’s how powerful it is.)
Why does referent power matter?
Referent power is crucial because it fosters loyalty, collaboration, and voluntary commitment in modern leadership.
In today’s flatter organizations, command-and-control leadership is fading. People follow those they like, respect, and identify with—especially when they share values. Leaders with strong referent power don’t need to demand respect; they earn it. It’s the glue that holds teams together when formal authority isn’t enough. (That’s why it’s so valuable.)
What is referent power in leadership?
Referent power in leadership is influence based on personal relationships, loyalty, and shared values.
It’s not granted by position—it’s built through consistent behavior and genuine connection. A leader with referent power doesn’t just give orders; they inspire a shared vision. It’s the difference between a manager who says “do this” and a leader who says “let’s do this together.” In volatile times, referent power is often the most resilient form of influence. (That’s leadership at its best.)
