1. © 2006 Prentice Hall Leadership in Organizations 6-1 Chapter 6 Power and Influence

2. © 2006 Prentice Hall Leadership in Organizations6-2 Learning Objectives Understand how position and personal attributes can be a source of power for leaders. Understand the process by which power is acquired or lost in organizations Understand the consequences of power for leadership effectiveness

3. © 2006 Prentice Hall Leadership in Organizations6-3 Learning Objectives Understand some of the psychological processes that explain how leaders influence people Understand the different types of influence tactics used in organizations Understand how proactive tactics are typically used in influence attempts with subordinates, peers, or superiors Understand the relative effectiveness of different proactive tactics

4. © 2006 Prentice Hall Leadership in Organizations6-4 Conceptions of Power and Influence Power – Capacity of one party to influence another party Authority – The rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system

5. © 2006 Prentice Hall Leadership in Organizations6-5 Outcomes of Influence Attempts Commitment – The target person internally agrees with a decision or request and makes a great effort to carry out the request Compliance – The target person is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort Resistance – The target person is opposed to the proposal or request and actively tries to avoid carrying it out

6. © 2006 Prentice Hall Leadership in Organizations6-6 Types of Resistance Refuse to carry out the request Make excuses about why the request cannot be carried out Try to persuade the agent to withdraw or change the request Ask higher authorities to overrule the agent’s request Delay acting in the hope that the agent will forget about the request Make a pretense of complying but try to sabotage the task.

7. © 2006 Prentice Hall Leadership in Organizations6-7 Influence Processes Instrumental Compliance – The target person carries out a requested action for the purpose of obtaining a reward or avoiding punishment Internalization – The target person becomes committed to support and implement the agent’s proposals because they appear to be intrinsically desirable and correct Personal Identification – The target person imitates the agent’s behavior or adopts the same attitudes to please the agent and to be like the agent

8. © 2006 Prentice Hall Leadership in Organizations6-8 Power Types and Sources

9. © 2006 Prentice Hall Leadership in Organizations6-9 Different Types of Power

10. © 2006 Prentice Hall Leadership in Organizations6-10 Guidelines for Using Legitimate Authority Make polite, clear requests Explain the reasons for a request Do not exceed your scope of authority Verify authority if necessary Follow proper channels Follow up to verify compliance Insist on compliance if appropriate

11. © 2006 Prentice Hall Leadership in Organizations6-11 Guidelines for Using Reward Power Offer the type of rewards that people desire Offer rewards that are fair and ethical Do not promise more than you can deliver Explain the criteria for giving rewards and keep it simple Provide rewards as promised if requirements are met Use rewards symbolically (not in a manipulative way)

12. © 2006 Prentice Hall Leadership in Organizations6-12 Guidelines for Using Coercive Power Explain rules and requirements, and ensure that people understand the serious consequences of violations Respond to infractions promptly and consistently without showing favoritism to particular individuals Investigate to get the facts before using reprimands or punishment, and avoid jumping to conclusions or making hasty accusations Except for the most serious infractions, provide sufficient oral and written warnings before resorting to punishment Administer warnings and reprimands in private, and avoid making rash threats

13. © 2006 Prentice Hall Leadership in Organizations6-13 Guidelines for Using Coercive Power Stay calm and avoid the appearance of hostility or personal rejection Express a sincere desire to help the person comply with role expectations and thereby avoid punishment Invite the person to suggest ways to correct the problem, and seek agreement on a concrete plan Maintain credibility by administering punishment if noncompliance continues after threats and warnings have been made Use punishments that are legitimate, fair, and commensurate with the seriousness of the infraction

14. © 2006 Prentice Hall Leadership in Organizations6-14 Ways to Acquire and Maintain Referent Power Show acceptance and positive regard Act supportive and helpful Use sincere forms of ingratiation Defend and back up people when appropriate. Do unsolicited favors Make self-sacrifices to show concern Keep promises

15. © 2006 Prentice Hall Leadership in Organizations6-15 Ways to Use and Maintain Expert Power Explain the reasons for a request or proposal and why it is important Provide evidence that a proposal will be successful Do not make rash, careless, or inconsistent statements Do not lie, exaggerate, or misrepresent the facts Listen seriously to the person’s concerns and suggestions Act confident and decisive in a crisis

16. © 2006 Prentice Hall Leadership in Organizations6-16 How Power is Acquired or Lost Social Exchange Theory – Power based on exchange of benefits or favors Acquired Control over scarce resources Access to vital information Skill in dealing with critical problems Accumulated idiosyncratic credits Innovative proposals Lost Pursuing selfish motives Innovation (if lead to failure) How serious the failure is Amount of status

17. © 2006 Prentice Hall Leadership in Organizations6-17 How Power is Gained or Lost Strategic Contingencies Theory Expertise in coping with important problems Centrality of the subunit within the workforce Extent to which the subunit’s expertise is unique rather than substitutable

18. © 2006 Prentice Hall Leadership in Organizations6-18 Influence Tactics

19. © 2006 Prentice Hall Leadership in Organizations6-19 Comparison of Influence Tactics

20. © 2006 Prentice Hall Leadership in Organizations6-20 Power and Influence Behavior

21. © 2006 Prentice Hall Leadership in Organizations6-21 Use and Effectiveness of Influence Tactics