COERCIVE   POWER.   —Coercive  power results from the expectation of a negative reward if   your   wishes   are   not   obeyed.   For   example, suppose you have counseled a subordinate twice for minor infractions of regulations. At the third counseling session, you threaten the subordinate with  NJP.  At  the  next  occurrence  of  the  un- desirable behavior, you place the subordinate on report. Coercive  power  works,  but  is  not  the  preferred method of leading subordinates. It works best if used when all else fails and you feel sure you can carry  through  with  a  threat.  Before  giving  a threat,  you  should  have  some  insight  as  to  how the CO will handle the case. You do not want to recommend  maximum  punishment  only  to  have the CO dismiss the case at mast. LEGITIMATE POWER. —Legitimate power comes   from   the   authority   of   your   rate   and position  in  the  chain  of  command.  You  use  this power  in  day-to-day  business.  Although  legitimate power increases with added responsibilities, you can decrease that power if you fail to meet all of your  responsibilities. To  increase  your  legitimate  power,  assume some of the division officer’s responsibilities. At first, the division officer will be glad to have the help.  In  time,  the  division  officer  will  view  the responsibilities  as  yours  and  formally  delegate additional authority to you. That would increase your  legitimate  power  without  diminishing  the power  of  the  division  officer. Just as you can increase your legitimate power by  assuming  more  responsibility,  you  can  decrease that power by losing responsibility. For example, if you permit the division officer to assume some of  your  responsibilities,  the  division  officer  will eventually begin to view your responsibilities as his  or  hers.  You  will  then  have  less  legitimate power.  However,  when  a  subordinate  wishes  to assume  some  of  your  responsibilities,  formally delegate  those  responsibilities  to  the  subordinate. That makes the subordinate accountable to you. You then increase the subordinate’s power while retaining  your  power. INFORMATIONAL  POWER.  —Informational power depends on your giving or withholding of information or having knowledge that others do not have. Use informational power when giving orders  to  subordinates.  Give  orders  in  such  a manner  that  your  subordinates  presume  the  order originated at your level. When forced to comply with  orders  you  do  not  agree  with,  don’t  introduce the  order  by  saying    "The   division   officer said.   .   ."   Phrase  and  present  the  order  in  a manner  that  leaves  no  doubt  you  initiated  it. Rely on your own resources to stay fully informed instead  of  depending  on  others.  Subordinates  may present unreliable information in a manner that makes it appear to be true. Superiors may become so involved with projects they forget to keep you informed  of  tasks  being  assigned  or  upcoming inspections.  Information  is  power.  Stay  informed! REFERENT  POWER.   —Referent   power derives from your subordinates’ identification or association  with  you.  You  have  this  power  by simply being "the chief." People identify with the ideals  you  stand  for. The chief has a pre-established image. You can enhance  that  image  by  exhibiting  charisma, courage,  and  charm.  An  improved  image  increases your  referent  power.  Always  be  aware  of  how others will perceive your actions. A negative image in the eyes of others will lessen your power and render  you  ineffective.  Maintain  a  positive  image! EXPERT  POWER.  —Expert  power  comes from  your  knowledge  in  a  specific  area  through which  you  influence  others.  You  have  expert power because your subordinates regard you as an expert in your rating. Subordinates may also have   this   type   of   power.   When   you   combine expert power with other types of power, you will find  it  an  effective  tool  in  influencing  others. However, when you use it by itself, you will find it  ineffective. LEADERSHIP Good  leadership  is  of  primary  impor- tance  in  that  it  provides  the  motivating force  which  leads  to  coordinated  action and  unity  of  effort.  Personnel  leadership must be fused with authority since a leader must encourage, inspire, teach, stimulate, and  motivate  all  individuals  of  the  organi- zation to perform their respective assign- ments well, enthusiastically, and as a team. Leadership  must  ensure  equity  for  each member  of  the  organization.  Concerning actions  in  his  or  her  area  of  responsibility, the leader should never allow a subordinate to  be  criticized  or  penalized  except  by himself or herself or such other authority as the law prescribes. —Standard  Organization  and Regulations  of  the  U.S.  Navy 3-14