Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-1 Chapter 18 Power and Influence

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-2 Objectives  Identify the three possible outcomes of an influence attempt  Describe the various sources of power  Identify the influence tactics people use at work  Describe and utilize the four influence styles

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-3 Are Power and Influence Negative?  Power and influence are a crucial part of leading and managing  A manager cannot “make a difference” without exerting power and influence over employees

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-4 Power and Influence - Defined Power is defined as the capacity to influence the behavior of others Influence is the process by which people successfully persuade others to follow their advice, suggestions, or orders

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-5 Outcomes of Influence Attempts Commitment Compliance Resistance

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-6 Sources of Power  Expertise  Effort  Relationships  Reward  Coercive  Position  Charisma  Referent  Location

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-7 …Sources of Power – Strategic Contingencies Model of Power  People also gain power when they cope with the critical uncertainties facing the organization by –Controlling critical resources –Being the sole or one of a few sources of those resource –Being insubstitutable

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-8 Influence Tactics  Rational persuasion  Inspirational appeals  Consultation  Ingratiation  Personal appeals  Exchange  Coalition tactics

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-9 …Influence Tactics  Legitimating tactics  Pressure  Reciprocity  Liking  Social proof  Authority and expertise  Scarcity  Consistency

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner Muscle Level Continuum Level 1 Polite request Level 2 Stronger request Level 3 Statement of consequences (if behavior doesn’t change) Level 4 Application of consequences (with reference to statement made at Level 3)

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner Influence Styles  Assertive persuasion –Reasoning –Debating –Presenting ideas, proposals and suggestions that involve facts and logic  Reward and punishment –Stating expectations –Using incentives and pressures –Evaluating –Demanding –Bargaining

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner …Influence Styles  Participation and trust –Understanding –Involving and supporting others –Personal disclosure –Active Listening  Common vision –Inspiring –Visioning –Finding common ground –Aligning

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner The Two Faces of Power Negative unsocialized need to dominate others Socialized concern for group goals and empowering others

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner Effective Persuasion Strategies Used by Successful Managers  Successful managers effectively persuade others by: –Establishing credibility –Framing goals to identify common ground –Using vivid language and compelling evidence –Connecting emotionally with their audience

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner Establishing Sustained Influence  Influence is maintained and sustained by: –Developing a reputation as an expert –Spending time on critical work relationships –Developing a network of resource persons who can be called on for assistance –Implementing influence tactics with sensitivity, flexibility, and appropriate levels of communication

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner Designing Your Influence Strategy  Identify –Your objectives –Whose cooperation is needed –What rewards they like and why they might resist –Your current and future type of relationship with those whose cooperation is needed –Your sources of power and influence –Your values and attitudes toward possible strategies (Can you live with the outcomes?)

Organizational Behavior : An Experiential Approach 8/E Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner Empower to Gain Power Power is paradoxical in that the more a leader empowers others, the more power he or she receives