Presentation on theme: "BUSM 4177 / 4194 Leading for Change"— Presentation transcript:
1 BUSM 4177 / 4194 Leading for Change Topic 4: Leadership power and influence
2 76 Learning Objectives Power and influence in leadership: Understand the process by which power is acquired or lost in organisations.Understand the consequences of power for leadership effectiveness.Understand ways to use power effectively.Understand the different types of influence tactics used in organisations.Understand how the tactics are used to influence subordinates, peers, and superiors.Understand effective ways to use the tactics.76
3 A non-tangible characteristic of a position-holder in an organisation The capacity of one person to influence anotherA force that may be individually or organisationally basedDefining PowerAccess to resources that others do not haveAbility to reward or punishA persuasive personality traitX
4 77 Power Concepts Power Capacity of one party to influence another A sense of direction (powerful to powerless)Only exists within a contextDynamic variable that may change with time or circumstanceAuthorityRights, obligations an duties associated with particular positions in organizationDuty for those on the receiving end to obeyMay be limited in scope or context77
5 Who or what has power in organisations … and how is it deployed? Some conversation starters…X
11 The influence of power on leadership effectiveness I hope I can convince the committee to agree to my proposalLeadership powerUse with caution
12 The influence of power on leadership effectiveness (continued) Effective Leaders:Have more expert and referent powerRely on personal power more than position powerHave a moderate amount of position power86
14 The influence of power on leadership effectiveness (continued) Position power is an important source of influencePosition power can enhance personal powerControl over information complements expert powerReward power facilitates deeper exchange relationshipsReward power enhances referent powerSome coercive power is necessary to support legitimate and expert powerCoercive power is needed to restrain disruptive influences89
15 Influence ConceptsInfluence tactics – four major approaches (not mutually exclusive!)Impression managementProvide praise, self-promote, offer unconditional helpPoliticalInfluence decision-making, manipulate agendas, silence critics, deceiveProactiveChange procedures, support change, allocate new tasks, provide assistanceReactiveResist unwanted influence, modify the request, undermine leader
16 Influence Concepts (continued) Proactive influence is often labelled as the most ethical and desirable of the four tactics Research into the proactive approach has identified sub-types of this tactic. The graphic on the next slide is Gary Yukl’s view on how this could / should work. In his language, the “agent” is the person attempting to influence and the “target” is the person who is on the receiving end of the influence.REFLECTION POINTIs influence purely one-way (ie from the agent to the target)?Can you imagine a situation where the influence is bi-directional?
17 Influence Concepts (continued) Yukl’s definition of the 11 proactive influence subtypes 93
18 If resistance is anticipated a more intrusive tactic might be deployed Influence Concepts (continued) The concept of an “escalation” or “sequencing” of tactics to achieve outcomeTypically, a manager will start with the tactic that is least intrusive or resource-costlyIf resistance is anticipated a more intrusive tactic might be deployedPeople using power to influence employee behaviour have a responsibility to act ethically.REFLECTION POINTWhat influence tactic would you consider “intrusive” ?How might organisational or situational factors affect influence tactics?
20 Review questionsWhich sources of power stem primarily from personal attributes and which sources of power stem from organisational position?What types of power are related most strongly to leadership effectiveness?Can multiple influence tactics be used at the one time?What example of “unethical” misuse of power can you suggest?Which influence tactics would you feel comfortable and confident to apply? Why?Thinking critically, what are the downsides of leadership power and influence?
21 Acknowledgements VERSION: 1 Presentation developed by Ian Woodruff, School of Management,RMIT UniversityRMIT is proud to partner with Pearson Australia in the development of the customised resources for this course.This presentation draws on material from chapter four of the course textbook Sustainable Leadership people, technology and design – an RMIT Custom Publication, Pearson® Australia and is subject to copyright.Images included in this presentation are licenced under creative commons. Learn more about the creative commons scheme here.Graphics used in this presentation were created using Presenter Media Software licenced to Ian Woodruff, RMIT University.Presenter Media retains copyright for these graphics.VERSION: 1