In the B325 course material, three typologies of power are identified: formal power, informal power, and personal power.Formal power is typically associated with hierarchical organizational structures and is formally conferred through job titles, roles, and responsibilities.Informal Power:
Informal power refers to power that is not formally granted by an organizational position but is derived from personal characteristics, relationships, or expertise.Referent power is often associated with influential leaders who inspire and motivate others through their personal qualities.Examples of coercive power include the power of a manager to issue reprimands, demote employees, or terminate their employment.It involves the control and distribution of valued resources such as promotions, salary increases, or recognition.Informal power can emerge organically within an organization, irrespective of formal positions or roles.There are two main forms of informal power:

   a. Expert Power: Expert power is derived from an individual's knowledge, skills, or expertise in a particular domain.b. Referent Power: Referent power is based on the personal charisma, likability, or attractiveness of an individual.Personal Power:
Personal power refers to power that is inherent in an individual and is not dependent on formal or informal positions.There are two main forms of personal power:

   a. Charismatic Power: Charismatic power is based on the personal magnetism, charm, or persuasive abilities of an individual.Formal Power:
Formal power refers to power that is derived from an individual's position or role within an organizational structure.2.3.