OHT PP.1 OBJECTIVES The participants will: Identify five types of power.Identify five types of power. Identify the sources and limits of different types of power.Identify the sources and limits of different types of power. Differentiate between use and abuse of different types of power.Differentiate between use and abuse of different types of power. Explain how influencing and networking complement one's power base.Explain how influencing and networking complement one's power base. Identify potential activities for enhancing their power base.Identify potential activities for enhancing their power base. Begin to develop a Personal Power Enhancement Plan.Begin to develop a Personal Power Enhancement Plan.

OHT PP.2 OVERVIEW Definition and Importance of PowerDefinition and Importance of Power Who Has Power?Who Has Power? Types of PowerTypes of Power Sources and Limits of PowerSources and Limits of Power Analyzing Appropriate Use and Abuse of PowerAnalyzing Appropriate Use and Abuse of Power Power SkillsPower Skills Increasing Your Power BaseIncreasing Your Power Base Personal Power Enhancement PlanPersonal Power Enhancement Plan

OHT PP.3 POWER Power is being able to influence the attitudes and/or behaviors of others.

OHT PP.4 RELATIONSHIP TO LEADERSHIP Appropriate use of power is an essential leadership skill.Appropriate use of power is an essential leadership skill. Leadership is influencing others toward the accomplishment of organizational goals.Leadership is influencing others toward the accomplishment of organizational goals. Power = Influence potential.Power = Influence potential.

OHT PP.5 A leader's effectiveness is dependent on the cooperation of others.

OHT PP.6 Ethical uses of power exclude: Exploiting othersExploiting others Influencing others to illegal or immoral conductInfluencing others to illegal or immoral conduct Reducing others' self-esteemReducing others' self-esteem

OHT PP.7 Positive use of power assumes: SensitivitySensitivity Preference for "win-win"Preference for "win-win" Effective interpersonal skillsEffective interpersonal skills

OHT PP.8 POWER Power is being able to influence the attitudes and/or behaviors of others.

OHT PP.9 FORMAL POWER Tied to official positionTied to official position Authority over subordinatesAuthority over subordinates "Direct" or "order" subordinates"Direct" or "order" subordinates Higher positions = more powerHigher positions = more power

OHT PP.10 WHEN FORMAL POWER IS USED, OTHERS COMPLY BECAUSE THEY BELIEVE YOU HAVE THE RIGHT TO TELL THEM WHAT TO DO AND THEY HAVE AN OBLIGATION TO DO IT.

OHT PP.11 REWARD POWER Ability to give rewards in exchange for complianceAbility to give rewards in exchange for compliance Rewards may be official or informalRewards may be official or informal Rewards must be meaningfulRewards must be meaningful

OHT PP.12 WHEN REWARD POWER IS USED, OTHERS COMPLY BECAUSE THEY WANT TO OBTAIN SOME BENEFIT WHICH YOU CONTROL!

OHT PP.13 COERCIVE POWER Ability to punish for noncomplianceAbility to punish for noncompliance Opposite of reward powerOpposite of reward power Punishment may be official or informalPunishment may be official or informal Punishment must be meaningfulPunishment must be meaningful

OHT PP.14 WHEN COERCIVE POWER IS USED, OTHERS COMPLY BECAUSE THEY WANT TO AVOID SOME PUNISHMENT WHICH YOU CONTROL.

OHT PP.15 EXPERT POWER Having more knowledge or ability and using this to your advantageHaving more knowledge or ability and using this to your advantage Others must be aware of your expertiseOthers must be aware of your expertise

OHT PP.16 WHEN EXPERT POWER IS USED, OTHERS COMPLY BECAUSE THEY BELIEVE YOU KNOW MORE THAN THEY DO AND THEY RESPECT YOUR EXPERTISE.

OHT PP.17 REFERENT POWER Being liked, admired, and trusted by others.Being liked, admired, and trusted by others. Using "charisma."Using "charisma."

OHT PP.18 WHEN REFERENT POWER IS USED, OTHERS COMPLY BECAUSE THEY WANT TO PLEASE YOU AND THEY WANT YOUR PERSONAL APPROVAL.

OHT PP.19 SOURCES OF POWER Formal powerFormal power Reward powerReward power Coercive powerCoercive power Ascribed or position power is given to an individual by virtue of organizational position.

OHT PP.20 SOURCES OF POWER (cont'd) Achieved or personal power is earned Expert powerExpert power Referent powerReferent power

OHT PP.21 LIMITS OF POWER Formal, reward, coercive power are downward power only.Formal, reward, coercive power are downward power only. Formal power is limited by your assigned scope of authority.Formal power is limited by your assigned scope of authority. Reward power is limited by the desirability of the reward.Reward power is limited by the desirability of the reward. Overuse of coercive power leads to resistance.Overuse of coercive power leads to resistance. Expert power is limited by others' perceptions.Expert power is limited by others' perceptions.

OHT PP.22 OTHER FACTS ABOUT USE OF POWER Expert and referent power can work downward, across, and upward.Expert and referent power can work downward, across, and upward. Individuals with low self-confidence rely on formal and coercive power.Individuals with low self-confidence rely on formal and coercive power. Most effective leaders rely on referent and expert powers.Most effective leaders rely on referent and expert powers. Creative tasks need referent or expert powers.Creative tasks need referent or expert powers. Sophisticated/capable individuals are influenced more by expert and referent powers.Sophisticated/capable individuals are influenced more by expert and referent powers. The more you use the more you lose.The more you use the more you lose.

OHT PP.23 USING DIFFERENT POWER TYPES AND LIKELY OUTCOMES WHEN YOU USE TYPE OF OUTCOME Commitment Is Compliance Is Resistance Is REFERENTPOWER LIKELY If request is believed to be important to leader. POSSIBLE If request is perceived as unimportant to leader. POSSIBLE If request is perceived as harmful to leader. EXPERTPOWER LIKELY If request is persuasive and subordinates share leader's goals. POSSIBLE If request is persuasive but subordinates don't care about goals. POSSIBLE If leader is arrogant or insulting, or if subordinates oppose goals. FORMAL POWER POSSIBLE If request is polite and appropriate. LIKELY If request is seen as appropriate. POSSIBLE IF request is arrogant and/or inappropriate. REWARD POWER POSSIBLE If used in a subtle, very personal way. LIKELY If used in a routine, impersonal way. POSSIBLE IF used in a manipulative, arrogant way. COERCIVEPOWER VERY UNLIKELY Regardless of how it's done! POSSIBLE If used in helpful, nonpunitive way. LIKELY If overused or used in a hostile or manipulative way. Chart is adapted from Gary A. Yukl's Leadership in Organizations. New Jersey: Prentice-Hall, Inc.; p. 45.

OHT PP.24 WHEN YOU USE TYPE OF OUTCOME Commitment Is Compliance Is Resistance Is REFERENTPOWER LIKELY If request is believed to be important to leader. POSSIBLE If request is perceived as unimportant to leader. POSSIBLE If request is perceived as harmful to leader.

OHT PP.25 WHEN YOU USE TYPE OF OUTCOME Commitment Is Compliance Is Resistance Is EXPERTPOWER LIKELY If request is persuasive and subordinates share leader's goals. POSSIBLE If request is persuasive but subordinates don't care about goals. POSSIBLE If leader is arrogant or insulting, or if subordinates oppose goals.

OHT PP.26 WHEN YOU USE TYPE OF OUTCOME Commitment Is Compliance Is Resistance Is FORMALPOWER LIKELY If request is polite and appropriate. LIKELY If request is seen as appropriate. POSSIBLE If request is arrogant and/or inappropriate.

OHT PP.27 WHEN YOU USE TYPE OF OUTCOME Commitment Is Compliance Is Resistance Is REWARDPOWER POSSIBLE If used in a subtle, very personal way. LIKELY If used in a routine, impersonal way. POSSIBLE If used in a manipulative, arrogant way.

OHT PP.28 WHEN YOU USE TYPE OF OUTCOME Commitment Is Compliance Is Resistance Is COERCIVEPOWER VERY UNLIKELY Regardless of how it's done! POSSIBLE If used in a helpful, nonpunitive way. LIKELY If overused or used in a hostile or manipulative way.

OHT PP.29 FORMAL POWER DO'S Be politeBe polite Make requests in a confident toneMake requests in a confident tone Be specificBe specific Check for comprehensionCheck for comprehension Make sure your request is within your scope of authorityMake sure your request is within your scope of authority Require complianceRequire compliance Be responsive to subordinate concernsBe responsive to subordinate concerns

OHT PP.30 FORMAL POWER DON'TS Make demands outside of your scope of authorityMake demands outside of your scope of authority Be arrogant and/or discourteousBe arrogant and/or discourteous Give ambiguous ordersGive ambiguous orders Make needless demands just to prove you are in charge!Make needless demands just to prove you are in charge! Bully subordinatesBully subordinates

OHT PP.31 REWARD POWER DO'S Make sure request is achievableMake sure request is achievable Make sure the reward is meaningful (desired)Make sure the reward is meaningful (desired) Make sure you have the ability/authority to deliver the rewardMake sure you have the ability/authority to deliver the reward Make sure your request is proper and ethicalMake sure your request is proper and ethical

OHT PP.32 REWARD POWER DON'TS Offer rewards for an undoable taskOffer rewards for an undoable task Offer meaningless rewardsOffer meaningless rewards Offer rewards you can't deliverOffer rewards you can't deliver Offer rewards for improper behavior (bribes)Offer rewards for improper behavior (bribes)

OHT PP.33 COERCIVE POWER DO'S Inform subordinates about rules and penalties for violationInform subordinates about rules and penalties for violation Administer discipline fairly and consistentlyAdminister discipline fairly and consistently Stay calm and avoid hostilityStay calm and avoid hostility Administer punishment privatelyAdminister punishment privately Make sure you have the ability/authority to deliver the threatened punishmentMake sure you have the ability/authority to deliver the threatened punishment

OHT PP.34 COERCIVE POWER DON'TS Make up rules as you go alongMake up rules as you go along Play favoritesPlay favorites Punish without being sure of your factsPunish without being sure of your facts Threaten to do something you know is beyond your authorityThreaten to do something you know is beyond your authority Punish in pubicPunish in pubic

OHT PP.35 EXPERT POWER DO'S Promote/Advertise your own expertise in a subtle wayPromote/Advertise your own expertise in a subtle way Prove/Demonstrate your expertiseProve/Demonstrate your expertise Use your expertise to help othersUse your expertise to help others Use your expertise to solve organizational problemsUse your expertise to solve organizational problems Stay humbleStay humble

OHT PP.36 EXPERT POWER DON'TS Flaunt your expertiseFlaunt your expertise Claim expertise you don't possessClaim expertise you don't possess Use your expertise to reduce others' self-esteemUse your expertise to reduce others' self-esteem Hoard information which others needHoard information which others need Get conceited and arrogantGet conceited and arrogant

OHT PP.37 REFERENT POWER DO'S Accept others as they areAccept others as they are Express affection and trustExpress affection and trust Show concern for others' welfareShow concern for others' welfare Be a good role modelBe a good role model Learn how to make personal appeals (Do it for ME!)Learn how to make personal appeals (Do it for ME!)

OHT PP.38 REFERENT POWER DON'TS Overuse personal appealsOveruse personal appeals Violate others' trust in youViolate others' trust in you Take advantage of others because they like youTake advantage of others because they like you Ask others to do something improper out of friendshipAsk others to do something improper out of friendship

OHT PP.39 POWER SKILLS Influencing Basis of leader's effectivenessBasis of leader's effectiveness Influence attempts are critical and constantInfluence attempts are critical and constant Map out influence planMap out influence plan Influence plan helps leader determine power strategiesInfluence plan helps leader determine power strategies

OHT PP.40 POWER SKILLS (cont'd) Influence plan questions Whom do you want to influence?Whom do you want to influence? What do you want them to do?What do you want them to do? What's in it for them?What's in it for them? Do they lose anything if they refuse?Do they lose anything if they refuse?

OHT PP.41 POWER SKILLS (cont'd) Influence plan questions How do they feel about you?How do they feel about you? What will be the main objections?What will be the main objections? How will you respond to each objection?How will you respond to each objection? What do you plan to say?What do you plan to say?

OHT PP.42 CHARACTERISTICS OF INFLUENTIAL PEOPLE Know what they wantKnow what they want Know they have a right to get what they wantKnow they have a right to get what they want Are articulateAre articulate Are sensitiveAre sensitive Have credibilityHave credibility Know how to deal with oppositionKnow how to deal with opposition Have good selling skillsHave good selling skills Know what motivates othersKnow what motivates others Seek visibilitySeek visibility

OHT PP.43 NETWORKING Developing cooperative relationships with people who can or might someday be able to assist you in reaching a goal.

OHT PP.44 Your network might include: People with expertisePeople with expertise People with powerPeople with power People with informationPeople with information People with access to decision-makersPeople with access to decision-makers People who control resourcesPeople who control resources

OHT PP.45 CULTIVATE RELATIONSHIPS Identify areas of common interestIdentify areas of common interest Identify ways you can help themIdentify ways you can help them Identify resources you can tradeIdentify resources you can trade Do things that make them like youDo things that make them like you

OHT PP.46 SUMMARY Appropriate use of power is a critical leadership skillAppropriate use of power is a critical leadership skill COs have a variety of powersCOs have a variety of powers Formal, reward, and coercive powers work downward onlyFormal, reward, and coercive powers work downward only Referent and expert powers work downward, upward, and acrossReferent and expert powers work downward, upward, and across Effective COs consciously strive to enhance their power baseEffective COs consciously strive to enhance their power base