1. WEEK 6
Influence and Power

2. Influence and power Managing and leading
“Interpersonal skills” perspectives
trait, behavioural, contingency
“Power” perspectives
Does sharing power increase it?
Tactics to influence others

3. Lecture 6 Learning Outcomes
The relationship between Management and Leadership
The influencing process and the student as change agent
Leadership
Trait theory
Behavioural theory
Situational theory
Perspectives of Power

4. Management and leadership – Naylor 2004
Management is the process of achieving organizational objectives, within a changing environment, by balancing efficiency, effectiveness and equity, attaining the most from limited resources, and working with and through people (p.6).
Leadership is the process of influencing people towards achievement of organizational goals
(p. 354).

5. Mintzberg’s managerial roles (1979)
Figurehead Leader
Liaison Monitor
Disseminator Spokesperson
Entrepreneur Disturbance Handler
Resource Allocator Negotiator

6. Six steps to effective change – Beer et al. 1990
Mobilize commitment to change through joint diagnosis of business problems
Develop a shared vision of how to organize and manage for competitiveness
Foster consensus for the new vision, competence to enact it and cohesion to move it along
Spread revitalization to all departments without pushing it from the top
Institutionalize revitalization through formal policies, systems and structures
Monitor and adjust strategies in response to problems in the revitalization process

7. Overview of themes
Figure A model of the influencing process

8. Why study influencing? Managing depends on influencing others
Inputs, transforming, outputs
Understanding range of models helps
Influencer to choose approach suited to context
Influencee to see approach and decide response
Understanding assumptions helps to question approach and to consider alternatives, and their limitations that may suit the context better

9. Managing and influencing
Managers only do their job (adding value to resources) by influencing others
About inputs, transformation, outputs
“Others” will be subordinates, equals, higher in the hierarchy or outside the organisation – Fig. 14.2

10. The directions of influencing
Figure Influencing in four directions

11. Traits models
Assumption: some people have identifiable personal attributes that make them effective
vision, decisiveness, optimism…
see Table 14.1 – the big five
Limitations
effect of other variables (e.g. colleagues) and context
Contributions
some evidence of links to effectiveness (Yukl, 2001)
often used as selection criteria (see Table 14.3 – NHS)

12. Behavioural models Identified two categories of leader behaviour
Ohio State (Fleishman, 1953)
initiating structure
allocating specific tasks, setting standards, scheduling…
consideration
expressing appreciation, helping, approachable
Michigan State (Likert, 1961) – similar
Effects on performance inconclusive (but see Judge et al., 2004 and also Semco)

13. Grid model (Blake and Mouton, 1964)
Figure The managerial grid

14. Situational (or contingency) models
Trait and behavioural models ignore context – “universal” prescriptions
Situational models propose that effective influence depends on using an approach that is suitable for the circumstances
task, environment, subordinates – e.g. Helmut Panke of BMW)

15. Path–Goal Theory
Figure House’s path–goal theory

16. Situations favouring participation/direction
Table Conditions favouring participative or directive styles

17. Influence depends on person’s power
Power perspectives
Influence depends on person’s power
French and Raven (1959) on five sources
Legitimate
From formal position in organisation
Resource
Access to rewards with which to persuade (influence)
Coercive
Ability to use or threaten physical force
Referent
Charisma, personal qualities
Expertise
Acknowledged as having relevant skill

18. Personal and positional (Hales, 2001)
Table Personal and positional sources of power
Source: Based on Hales (2001)

19. “To increase power, share it”
Kanter: three “lines of power” that managers use
Supply – money, resources to use as a reward
Information – knowing what’s going on
Support – get senior backing for actions
Sharing these with subordinates increases their power AND
Enables managers to spend time on senior/external contacts that further build their power

20. Tactics to influence others
Kipnis et al. (1980) and Yukl (1990, 1992) identify nine tactics people use when influencing subordinates, bosses, colleagues – see Table 14.7.
Tactics vary with target (contingency)
Inspirational and pressure for subordinates
Rational persuasion for boss
Exchange and personal appeal for colleagues

21. Influencing through networks
Maintaining relationships with others who may be able to assist. Networks of
Practitioners
Privileged power
Ideological
People-oriented
Strategic
Access to networks gives contacts and information to use when influencing others
(Kleiner, 2003 on core groups)

22. Leadership theories vary from those which maintain that there are a set of characteristics that leaders must have if they are to gain success
Agreement is becoming evident that leading change requires more than command and control behaviours fashionable in times when organizations operated in stable predictable environments
Leadership in conjunction with other elements of organizational life, comprise the context in which change takes place

23. Conclusion
Models of influencing enable you to analyse current practice and whether it is suited for the situation
Can also question assumptions behind an influencer’s overall approach and specific tactics
Are they right for the context, and what alternatives might work better – such as altering the balance between interpersonal and power approaches?
Also enables reflection on the idea of sharing power to increase it, in view of contingency (situational) perspectives

24. CASE STUDY