Week 10- Theories in Action- Power Bases

This was my final week of my internship and it is quite hard to believe that it is already over. I learned and accomplished so much during this summer internship program with Wells Fargo, even though they had to make the internship program virtual like almost every other internship this summer. In addition, I think that it was great to apply what I have been learning in my leadership courses to what I have been learning and experiencing with Wells Fargo. There were many different theories of leadership that I was able to observe as well as analyzing the multiple leader and follower relationships that developed throughout my time in the program. 

During my last week of my internship, I have been able to reflect upon the different theories of leadership that I have observed. I have also been able to observe one last theory of leadership that has been present throughout much of the internship. This is the theory of power bases. When working with a large firm, there are many levels of power hierarchy. Drawing on this theory of power bases which was developed by John French and Bertram Raven, there becomes an important distinction of what this power is based on for the leader. The leaders that I have interacted with have power that stems from both a legitimate power base as well as an expert power base. The leaders I have interacted with the most were program and hiring managers. These managers first exhibit legitimate power, as they have the legitimate right to require and demand obedience from those that they lead. As an appointed program manager, he or she has institutional power from Wells Fargo to lead the interns in their specific program.  As a direct hiring manager of a branch of Wells Fargo, he or she has the institutional power to lead their branch and the employees of that branch. 

Furthermore, these managers also exhibit expert power, as both managers have been working in their respective fields for many years and have the skills and expertise to influence their followers. It is imperative that these leaders gain the respect of their followers. When a leader has the respect of their followers, that leader is less likely to abuse their power as a means of working against their followers, and more likely to employ their power to more effectively work with their followers.