Behavior-Based Leadership
and Followership
Training
Founded 2010
We support
October 1, 2025
Building Respect and
Why Consistency Matters
Introduction
Within organizations there are seven major bases of power. First conceptualized by French and Raven (1959), these provide a framework for understanding how individuals influence others in social and organizational settings. These include legitimate (positional) power, which stems from formal authority or rank,title, etc.; reward power, which arises from the ability to provide incentives, rewards; coercive power, based on the capacity to administer punishments; expert power, derived from specialized knowledge or skills; and referent power, which emerges from respect, admiration and identification (Northouse, 2022). The other two bases of power are information power, having access to information desired or needed by others; and connection power, having close connections or links to influencial people who can influence outcomes.
Which Power Base is the best?
Referent power is the most desired and used by experienced leaders and followers. Referent power is based on mutual respect between leaders and followers. Yet, building respect between two people is a process, it doesn’t happen instantly, it must grow and develop through consistent behaviors and interactions.
Ways in which respect is built over time:
1. Mutual Listening and Understanding
Respect begins with truly listening. Each person needs to feel heard and understood. That means not just waiting for your turn to speak, but showing curiosity, asking clarifying questions, and reflecting back on what you’ve heard.
2. Reliability and Consistency
People respect those they can count on. Following through on promises, being on time, and showing consistency in words and actions create a foundation of trust, which respect rests upon.
3. Honesty with Tact
Being truthful—even when it’s hard—shows integrity. At the same time, delivering honesty with tact and kindness shows consideration for the other person’s dignity.
4. Recognizing Value and Contributions
Acknowledging what the other person brings to the table—whether it’s effort, insight, or support—helps them feel valued. Respect deepens when people see that their worth is recognized.
5. Boundaries and Space
Respect grows when each person honors the other’s boundaries—whether personal, professional, or emotional. This includes respecting differences in opinion, privacy, and needs.
6. Empathy and Compassion
Being able to put yourself in the other person’s shoes fosters respect. When each person feels the other genuinely cares about their experience, the relationship strengthens.
Respect is built by listening well, acting with integrity, honoring boundaries, recognizing contributions, and showing empathy, consistently over time. And the consistent part is more important than you would think. Let’s look at it.
"Respect is never owed; it is always earned… through congruence of stated values consistently matching behavior."
Why it is Important to Be Consistent:
Respect between individuals is not automatically granted; it is developed through deliberate, consistent actions over time. At its core, respect involves acknowledging another person’s worth, listening attentively, and valuing their perspectives. Mutual respect is essential for positive interpersonal relationships, whether in professional or personal settings, because it fosters trust, collaboration, and psychological safety (Brown, 2019).
One of the most critical factors in building and maintaining respect is consistency. People place greater trust in those who demonstrate predictable behavior, keep their commitments, and uphold shared values. Research shows that consistency in leadership behaviors strengthens credibility and trustworthiness, as followers can rely on leaders to act in line with stated principles (Kouzes & Posner, 2017). When actions align with words repeatedly, respect deepens because it demonstrates integrity.
In contrast, inconsistency often undermines respect. When individuals fail to follow through on promises or exhibit unpredictable behavior, trust erodes, and relationships become strained. Respect requires more than one positive action—it requires a pattern. As Covey (2004) explains, consistent small actions, such as listening well, being punctual, and honoring commitments, compound into a reputation of reliability and respect worthiness.
Putting It All Together
Ultimately, building respect through consistency is essential for strong, lasting relationships. Whether between colleagues, leaders and followers, or friends, consistency signals reliability, integrity, and care for others. Without it, respect remains fragile; with it, respect becomes enduring.
Respect is never something a person is inherently owed; rather, it is earned through consistent actions, character, and integrity. When someone assumes they are entitled to respect simply because of their position, age, or authority, it often leads to shallow or forced interactions. Genuine respect grows from demonstrating fairness, reliability, empathy, and competence over time. It requires treating others with dignity, listening actively, and following through on commitments. In this sense, respect is reciprocal—people are more willing to extend it when they feel seen and valued. By earning respect instead of demanding it, individuals build stronger relationships founded on trust and authenticity, making that respect far more enduring and meaningful.
Quotes to Put Into Practice
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"If you once forfeit the confidence of your fellow citizens, you can never regain their respect and esteem". – Abraham Lincoln, 16th President of the United States
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Respect is never owed; it is always earned… through congruence of stated values consistently matching behavior. – Dr. Chris Fuzie, Ed.D.
References
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Brown, B. (2019). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.
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Cialdini, R. B. (2021). Influence: The psychology of persuasion (New and expanded ed.). Harper Business.
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Covey, S. R. (2004). The 7 habits of highly effective people: Powerful lessons in personal change. Free Press.
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French, J. R. P., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). University of Michigan, Institute for Social Research.
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Goleman, D. (2006). Social intelligence: The revolutionary new science of human relationships. Bantam Books.
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Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations (6th ed.). Jossey-Bass.
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Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage Publications.
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Rogers, C. R., & Farson, R. E. (2015). Active listening. Martino Publishing. (Original work published 1957)
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Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.