1. POWER AND INFLUENCE

2. DEFINITION OF POWER
Power refers to a capacity that A has to influence the behaviour of B, so that B acts in
accordance with A’s wishes.
This definition implies that there is a potential for power if someone is dependent on another.
One can have power and not impose it.

3. DEPENDENCY
The most important aspect of power is that it is a function of dependency.
The more that B depends on A, the more power A has in the relationship.
Dependence, in turn, is based on the alternatives that B perceives and the importance that B places on the alternative(s) that A controls.

4. TYPES OF POWER Coercive power Reward Power Legitimate Power
Referent power
Information power

5. Coercive Power
Coercive power is defined by French and Raven as being dependent on fear.
One reacts to this power base out of fear of the negative results that might occur if one fails to
comply.

6. REWARD POWER The opposite of coercive power is reward power.
Rewards can be anything that another person values.
In an organizational context, rewards can be in the form of money, favourable performance appraisals, promotions, interesting work assignments, friendly colleagues, important information, and preferred work shifts or sales territories.

7. LEGITIMATE POWER
This refers to power that a person receives as a result of his or her position in the formal hierarchy of an organization.
It includes acceptance by members of an organization of the authority of a position.

8. REFERENT POWER
Referent power refers to influence based on possession by an individual of desirable resources or personal traits.
Referent power develops out of admiration of another and a desire to be like that person.
If you admire someone to the point of modelling your behaviour and attitudes after him or her, that person possesses referent power over you.

9. INFORMATION POWER
Information power comes from access to and control over information.
People in an organization who have data or knowledge that others need can make those others dependent on them.
Managers, for instance, because of their access to privileged sales, cost, salary, profit, and similar data, can use this information to control and shape subordinates’ behaviour.

10. CONTINUUM OF RESPONSES TO POWER

11. EXPERT POWER
Expert power is influence based on expertise, special skills, or knowledge.
Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented.

12. bases of power

13. Evaluating bases of power
Generally, people will respond in one of three ways when faced with the people who use the bases of power described above:
Commitment. The person is enthusiastic about the request and shows initiative and persistence in carrying it out.
Compliance. The person goes along with the request grudgingly, puts in minimal effort, and takes little initiative in carrying out the request.
Resistance. The person is opposed to the request and tries to avoid it with such tactics as refusing, stalling, or arguing about it.

14. Evaluating bases of power
Coercive power leads to resistance from individuals, decreased satisfaction, and
increased mistrust.
Reward power results in compliance if the rewards are consistent with what individuals want as rewards.
Legitimate power also results in compliance, but it does not generally result in increased commitment.
Expert and referent powers are the most likely to lead to commitment from individuals.

15. INFLUENCE TACTICS
One study identifies the nine influence tactics managers and employees use to increase their power:
1. Rational persuasion. Using facts and data to make a logical or rational presentation of ideas.
2. Inspirational appeals. Appealing to values, ideals, and goals when making a request.
3. Consultation. Getting others involved to support one’s objectives.

16. INFLUENCE TACTICS CONT’D
4. Ingratiation. Using flattery, creating goodwill, and being friendly prior to making a request.
5. Personal appeals. Appealing to loyalty and friendship when asking for something.
6. Exchange. Offering favours or benefits in exchange for support.

17. INFLUENCE TACTICS CONT’D
7. Coalition tactics. Getting the support of other people to provide backing when making a request. 8. Pressure. Using demands, threats, and reminders to get someone to do something. 9. Legitimating tactics. Claiming the authority or right to make a request, or showing that it supports organizational goals or policies.

18. POWER
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