A senior manager at a pension fund company frequently threatens employees with transfer, demotion, or negative performance ratings to ensure compliance with his instructions. This behaviour draws its influence primarily from which type of power?

The French and Raven (1959) typology identifies five bases of social power. Coercive power is based on the ability to punish or threaten negative consequences to compel compliance, including threats of demotion, transfer, dismissal, or negative performance reviews. This is distinct from Reward power (ability to give positive outcomes like promotions), Legitimate power (authority derived from formal position), Expert power (influence based on knowledge), and Referent power (influence based on admiration or charisma). While coercive power may achieve short-term compliance, it leads to resentment, reduced morale, and higher attrition in the long run.