1. Power & Influence

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

3. 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

4. Sources of Personal Power
Expertise
Attraction
Effort
Legitimacy

5. 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

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

7. 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

8. 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

9. Sources of Positional Power
Centrality
Flexibility
Visibility
Relevance

10. 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

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

12. 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

13. 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

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

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

16. 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

17. Influence Strategies
Retribution
Reciprocity
Reason

18. 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

19. 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

20. 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

21. 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

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