This paper compares the Hersey-Natemeyer "Power Perception Profile" with the "Richardson Power Profile (RPP)," both of which are measures of a leader's reliance on power bases to affect followers within organizations. Two previously conducted factor analyses of the normative measure--the RPP--indicate that there are fewer than the expected seven factors underlying perceptions of power base use in organizations. These findings suggest that the Hersey-Natemeyer measure can only be used with caution because the measure is ipsative and is structured to require the presumption that seven discrete power bases exist, a presumption that seems tenuous at best. The identification of fewer factors than theories have proposed suggests that the conceptualization of the power bases may need to be refined. Apparently, the power bases are not all independent or discrete. A normative measure may have more utility than any ipsative measure. Selected factor pattern coefficients for the RPP are listed, and the RPP and its scoring grid are appended. (Author/SLD)