Respond to this post by Asking questions and Comparing your experiences to address the question

Coercive Power$-$ an example of this is a supervisor I know that tried a team member out as a lead. When that team member felt the lead responsibilities were too much too handle she let the supervisor know she wanted to go back to being a regular team member in evenings. The supervisor refused to let the team member work at the location he had wanted her to be lead at the rest of the time she worked for the company. She recently quit.

Reward Power$-$ Me and my co supervisors do what we call "honk of the day". Its based off what we learn in a class our company teaches in which you learn that geese when flying long distances honk to encourage each other along the journey. So we learn about giving team members honks for encouragement. We established honk of the day on our group chat with our team recognizing team members for positive things we see. We have received good feedback from team members regarding this.

Legitimate Power$-$ Wayne the owner of the company has this power as his very presence you can feel the respect from anyone he converses with towards him. He has earned this through his great leadership and very position as the president of the company.

Expert Power$-$ Again Wayne falls into this category though the wisdom he has shown when teaching coaching classes, ASI way class and effective leadership development class. All in my company who have had the honor to be taught by him speak of his endless wisdom.

Referent Power$-$ This is something I see with the clients we serve. The leadership very title of csc $($client service coordinator$)$ seems to affect how much the clients look up to us$.$ I have seen this many times with team members that rise from csr $($client service representative$)$ to csc$.$ Thier admiration and bond grows with their csc$.$ As csc we build that bond and relationship with the clients that are in our locations and part of that is getting to know them as an individual.