24Power and InfluenceChapter“The true leader must submerge himself in the fountain of the people.”~V.I. Lenin
3Some Important Distinctions Power has been defined as the capacity to produce effects on others, or the potential to influence others.Power does not need to be exercised in order to have its effect.Power is attributed to others on the basis and frequency of influence tactics they use and on their outcomes.Amount of power followers have in work situations can vary dramatically.Sometimes, particular followers may exert relatively more influence than the leader does.
4Some Important Distinctions (continued) Influence is defined as the change in a target agent’s attitudes, values, beliefs, or behaviors as the result of influence tactics.Followers can wield power and influence over leaders as well as over each other.Individuals with a relatively large amount of power may successfully employ a wider variety of influence tactics.
5Some Important Distinctions (continued) Influence can be measured by the behaviors or attitudes manifested by followers as a result of a leader’s influence tactics.Leaders can cause fairly substantial changes in subordinates’ attitudes and behaviors.Followers or situational characteristics may diminish or enhance a leader’s potential to influence followers.
6Some Important Distinctions (continued) Influence tactics refer to one person’s actual behaviors designed to change another person’s attitudes, beliefs, values, or behaviors.Followers often can use a wider variety of influence tactics than the leader.This is because the formal leader is not always the person who possesses the most power in a leadership situation.
7Sources of Leader Power Many situational factors affect power and influence.Furniture arrangementOffice size and typeProminently displayed symbolsAppearances of title and authorityChoice of clothingPresence or absence of crisis
8A Taxonomy of Social Power French and Raven identified five sources/bases of power by which an individual can potentially influence others.Expert powerReferent powerLegitimate powerReward powerCoercive powerOne of the most notable studies on power was conducted by social psychologists John French and Bertram Raven, in They identified five bases of power:Expert – This is based on a person's superior skill and knowledge.Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others.Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others.Reward – This results from one person's ability to compensate another for compliance.Coercive – This comes from the belief that a person can punish others for noncompliance.If you're aware of these sources of power, you can…Better understand why you're influenced by someone, and decide whether you want to accept the base of power being used.Recognize your own sources of power.Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect.
9Sources of Leader Power in the Leader-Follower-Situation Framework
10Expert Power Expert power is the power of knowledge. Some people are able to influence others with their relative expertise in particular areas.Expert power is a function of the amount of knowledge one possesses relative to other group members, so followers may have more expert power than leaders at times.If different followers have considerably greater amounts of expert power, the leader may be unable to influence them using expert power alone.
11Referent PowerReferent power refers to the potential influence one has due to the strength of the relationship between the leader and the followers.Referent power often takes time to develop but can be lost quickly.The stronger the relationship, the more influence leaders and followers exert over each other.Followers with relatively more referent power than their peers are often spokespersons for their units and have more latitude to deviate from work-unit norms.
12Legitimate PowerLegitimate power depends on a person’s organizational role i.e. formal/official authority.Legitimate power allows exertion of influence through requests or demands deemed appropriate by virtue of role and position.Holding a position and being a leader are not synonymous.Effective leaders often intuitively realize they need more than legitimate power to be successful.Followers can use their legitimate power (job descriptions, bureaucratic rules, union policies) to influence leaders.
13Reward PowerReward power involves the potential to influence others through control over desired resources.The potential to influence others through reward power is a joint function of the leader, the followers, and the situation.Overemphasizing performance rewards can lead to workers feeling resentful and manipulated.Extrinsic rewards (praise, compensation) may not have the same behavioral effects as intrinsic rewards (personal growth, development).
14Reward Power (continued) Leaders can enhance their ability to influence others based on reward power by:Determining what rewards are available and most valued by subordinatesEstablishing policies for the fair and consistent administration of rewards for good performanceFollowers can exercise reward power over leaders by:Controlling scarce resourcesModifying their level of effort based on the leader’s performance
15Coercive PowerCoercive power is the potential to influence others through the administration of negative sanctions or the removal of positive events.Reliance on this power has inherent limitations.One of the most common forms of coercion is a superior’s temperamental outbursts.Followers that use coercive power to influence a leader’s behavior tend to have a relatively high amount of referent power among co- workers.
16Concluding Thoughts about French and Raven’s Power Taxonomy Leaders can usually exert more power during a crisis than during periods of relative calm.During a crisis, followers may be more eager to receive direction and control from leaders.Research indicates that reliance on referent and expert power led to employees who:Were more motivatedWere more satisfiedWere absent lessPerformed better
17Concluding Thoughts about French and Raven’s Power Taxonomy (cont.) Four generalizations can be made about power and influence:Effective leaders typically take advantage of all their sources of power.Leaders in well-functioning organizations are open to being influenced by their subordinates.Leaders vary in the extent to which they share power with subordinates.Effective leaders generally work to increase their various power bases or become more willing to use their coercive power.
18Leader MotivesPeople vary in their motivation to influence or control others.This need for power is expressed in two ways.Personalized power is exercised for personal needs by selfish, impulsive individuals.Socialized power is used for the benefit of others or the organization and may involve self-sacrifice.Thematic Apperception Tests, a projective personality test, can assess the need for power.
19Leader Motives (continued) Need for power is found to be positively related to various leadership effectiveness criteria.Leaders who are relatively uninhibited in their need for power will use power impulsively.Leaders with a high need for power but low activity inhibition may be successful in the short term but create hazards for the long-term.Some followers have a high need for power too, which can lead to tension between leader and follower.
20Leader Motives (continued) Individuals vary in their motivation to manage in terms of six composites:Maintaining good relationships with authority figuresWanting to compete for recognition and advancementBeing active and assertiveWanting to exercise influence over subordinatesBeing visibly different from followersBeing willing to do routine administrative tasks
21Leader Motives (continued) Miner’s Sentence Completion Scale (MSCS) consistently predicts leadership success in hierarchical or bureaucratic organizations, and its findings offer several implications:Not all individuals like being leaders.A high need for power or motivation to manage does not guarantee leadership success.A high need for socialized power and a high level of activity inhibition may be required for long-term leadership success.Followers and leaders differ in the need for power, activity inhibition, and motivation to manage.
22Influence TacticsThe Influence Behavior Questionnaire (IBQ) assesses nine types of influence tactics:Rational persuasionInspirational appealsConsultationIngratiationPersonal appealsExchangeCoalition tacticsPressure tacticsLegitimizing tacticsIngratiation: to try to win somebody's favor by pleasing him or her, especially in order to gain an advantage.Coalition Tactics: a temporary union between two or more groups, especially political partiesLegitimizing Tactics: make something seem morally right or reasonable.
23Influence Tactics and Power A strong relationship exists between relative power and the types of influence tactics used.Hard tactics are typically used when:An influencer has the upper handResistance is anticipatedWhen a person’s behavior violates important normsSoft tactics are typically used when:They are at a disadvantage or expect resistanceThey will personally benefit if the attempt is successful
24Influence Tactics and Power (continued) Rational tactics are typically used when:Parties are relatively equal in powerResistance is not anticipatedBenefits are organizational as well as personalLeaders with high referent power generally do not use legitimizing or pressure tactics.Leaders with only coercive or legitimate power tend to use coalition, legitimizing, or pressure tactics.Using influence tactics is a social skill.
25A Concluding Thought about Influence Tactics Leaders benefit from being conscious of the type of influence tactic to use and its effects.Leaders should consider why they believe particular influence tactics are effective.Influence efforts intended to build others up more frequently lead to positive outcomes than influence efforts intended to put others down.
26SummaryBy reflecting on their different bases of power, leaders may better understand how they can affect followers and even expand their power.Leaders can improve their effectiveness by enhancing their idiosyncratic credit.Leaders should discourage in-group and out- group rivalries from forming in the work unit.The exercise of power occurs primarily through the influence tactics leaders and followers use.Leadership practitioners should always consider why they are using a particular influence attempt before they actually use it.Change numbers and version