Perhaps the most accurate statement in the October 16 LeaderLetter was, �The bases of social power are very diverse, and no list is ever complete.�  Two subscribers suggested other important bases of social power: persuasive ability and credibility.
        Persuasive ability.  The ability to be persuasive definitely seems like a base of power to me.  Intellectual problem solving abilities (e.g., rational problem solving ability, creative problem solving ability, inductive reasoning ability) do help people influence others.  So do interpersonal persuasion skills.  On their list of influence tactics, "reason" is generally considered the best way to influence others.  It's ranked above "reciprocity," which draws on reward power (e.g., a bonus in exchange for exceptional performance).  To the extent that reason is a great way to influence others, possessing the ability to reason with others is a great power base.
        Credibility.  Credibility is an important personal (as opposed to position-related) base of power.  We are more likely to be persuaded by and follow someone with high credibility than we are someone with low or no credibility.  Credibility comes from integrity, character, competence, and the ability to lead.  Integrity means being open and sharing information that people need and have a right to know.  Hidden agendas undermine integrity.  So does the unwillingness to provide truthful, well-intentioned, constructive criticism.  Honesty also has to be tempered with discretion.  To maintain trust, managers must be able to keep confidences when necessary.  In addition, managers need to show discretion and not say negative things about people as gossip or with the intent to hurt, even if those negative things are true.  Remember the lesson from the movie, <Jerry Maguire>, "brutal truth" can be a bad thing.  Character is the strength to do what needs to be done in difficult times.  A basketball team has character if it tends to play well at the end of close games.  A businessperson demonstrates character by acting in a moral and ethical way despite pressures or self-interests that push them to do otherwise.  Competence is one's knowledge and skills that pertain to a given situation.  When someone tries to reason with you and gain your support for a certain course of action, their competence in that area affects their persuasiveness.  If they don't know what they're talking about, you're not going to be influenced.  Competence contributes to credibility, and credibility allows one person to influence another.  Finally, the ability to lead contributes to managers' credibility.  Would you enthusiastically follow a leader who is unable to inspire others, manage conflict, delegate tasks or coordinate activities?  No matter how much you respect a leader for her task-related knowledge, integrity and character, you'll have reservations about working hard for her if she doesn't demonstrate the ability to lead.

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