Referent power comes from being trusted and respected. It based on identification, imitation, loyalty, or charisma. (Griffin, 549) Expert power comes from one’s experiences, skills or knowledge. (Griffin, 549) Both powers played big role in Intel’s leadership. For me, Noyce had high reference power. As book mentioned “Noyce was loyal and charismatic risk taker”. People respected him for his personality and ability to know “when his people new what they were doing”. Other leaders had higher expert power. They have been with the company for a long time before they become CEOs. They knew it from the inside. People would follow them, because they were experts in the company. For example, if Barrett “has something to say, it’s usually worth listening to”. (Griffin, 576)
As Griffin mentioned in his book, “researches at a University of Michigan identified two basic form of leader behavior: job-countered and employee-centered”. (553) Job-countered leader behavior belongs to Andy Grove. Under this behavior leaders “pay close attention to subordinates’ work, explain work procedures and interesting in performance” (Griffin, 553) Grove were “man of actions” and liked to settle the issues. He was an activist with instantaneous reaction who knew what people around him must do, and how they must perform. Bob Noyce had very different leader behavior. He was an employee-centered leader who “interested in developing a cohesive work group and ensured that employees are satisfied with their jobs” (Griffin, 553) He trusted his men at a 100% and let them do their job without pressing them too much. He created relaxed work environment where people had a freedom to do what they were hired to do.
Another types of