This article analyzes the coalition‐building tactics employed by the Bush administration during the Persian Gulf crisis of 1990–91. To provide a basis for generalization to other situations, we have developed a conceptual framework for understanding sources of power in coalition building. This framework draws upon research in the social psychology of persuasion, mass communications and negotiation analysis. While the actions of the Bush administration during the Persian Gulf crisis provide a “text‐book” case for applying our conceptual framework, we believe that it could be employed much more broadly to analyze the efforts of leaders to effect political and organizational change.