Power & Influence

Overview Power Transforming Power into Influence Definition Types & Sources Transforming Power into Influence Power vs. Influence Influence Strategies: The Three Rs

Power Definition Types and Sources Capacity to produce effects on others Potential to influence behavior Types and Sources Personal: expertise, attraction, effort, legitimacy Positional: centrality, flexibility, visibility, relevance

Sources of Personal Power Expertise Attraction Effort Legitimacy

Personal Power: Expertise Power of knowledge, capability, experience Followers can have more expert power than leaders in certain situations Know your job and learn about your subordinates’ jobs

Personal Power: Attraction Appeal one has due to charisma, agreeable behavior, and physical characteristics Includes admiration and respect 5

Personal Power: Effort Potential to influence others due to one’s commitment and motivation Built through reliable performance and willingness to assume greater responsibilities 4

Personal Power: Legitimacy Credibility due to one’s actions mirroring a group’s values Others are willing to be influenced by those deemed “legitimate” Proper adherence to customs and courtesies helps to build this power base Along with behavior consistent with organization’s values 4

Sources of Positional Power Centrality Flexibility Visibility Relevance

Positional Power: Centrality Based how central your position is within a unit The more central your position is to the flow of information throughout an organization, and the more critical an assignment is to others in an organization, the more power you have Horizontal networks – link people at similar levels Example: knowing a fellow officer in another section allows you to informally discuss work issues with him/her without formal procedure Vertical networks – link people with different levels of authority Inclusion equates to more information and more power Horizontal networks link you with peers Vertical networks include supervisors and subordinates

Positional Power: Flexibility Amount of discretion vested in a position Involves freedom to exercise judgment Enables leaders to make decisions without specific approval 5

Positional Power: Visibility Degree to which task performance is seen by influential people in the organization Be visible to leadership, get out from behind your desk, get involved with subordinates and peers 4

Positional Power: Relevance Direct result of how important your job is to the group’s central objectives The power of a position is relative to how critical to an organization’s mission it is perceived to be 4

RECAP: Sources of Power Personal Positional Expertise Attraction Effort Legitimacy Centrality Flexibility Visibility Relevance

Transforming Power into Influence Power vs. Influence Strategies for Transforming Power into Influence: The Three Rs Retribution Reciprocity Reason

Power vs. Influence Power Influence The capacity to produce effects on others, known as influence Based on personal and/or positional characteristics as sources of power The change in attitudes, values, beliefs, or behavior as a result of power Securing the consent of others to work with you in accomplishing an objective

Influence Strategies Retribution Reciprocity Reason

Influence Strategy: Retribution Force others to do what you say to do Direct approach – coercion (threaten) Indirect approach – intimidation (implied threat) Pros Produces immediate results Tasks accomplished according to manager’s specifications Cons Stifles initiative & innovation Must increase seriousness of threats to maintain pressure

Influence Strategy: Reciprocity Help others want to do what you say to do Direct approach – bargaining (exchange) Indirect approach – ingratiation (obligate) Pros Both parties benefit Justification for request not required (implicit in bargaining) Cons Requires trust Engenders instrumental view of work (expectation of specific rewards for specific actions) Undercuts group commitment

Influence Strategy: Reason Show others that it makes sense to do what you say to do Direct approach – present facts (or needs) Indirect approach – appeal to personal values (or goals) Pros Higher compliance and job satisfaction Commitment to group principles Cons Takes time to build trust Manipulation disguised as persuasion

Keys to Transforming Power into Influence Establish power through both personal & positional characteristics Transform power into influence using three Rs Influence (up or down the chain) should be for good of group, not personal ambition Use retribution in crisis; emphasize reciprocity & reason

Summary Power Transforming Power into Influence Definition Sources Power vs. Influence Influence Strategies: The Three Rs