1. Power
In Schools
W. K. Hoy © 2003, 2008, 2011

2. Authority and Power
Authority is power, but power is not necessarily authority.
Power is the ability to get others to do what you want.
Authority is legitimate power.
Authority is not authoritarianism.
Authority is not coercion.
Authority has three properties:
Willing compliance to directives
Suspension of own decision-making criteria
Legitimacy--power is legitimated by the norms of the
group
Key Question: What is your working definition of authority?
W. K. Hoy © 2003, 2008, 2011

3. Weber’s Types of Authority
Charismatic Authority:
Power is legitimated by extraordinary personality.
Traditional Authority:
Power is legitimated by tradition.
Legal or Bureaucratic Authority:
Power is legitimated by system of laws (rules).
Key Question: What is the best type of authority for schools?
W. K. Hoy © 2003, 2008, 2011

4. Other Types of Authority
Blau and Scott
Formal Authority
Power is legitimated by the formal organization.
Informal Authority
Power is legitimated by the informal organization.
Peabody
Functional Authority
Power is legitimated by competence.
Key Question: What kind of authority does your principal have?
W. K. Hoy © 2003, 2008, 2011

5. Types of Authority Positions
Formal Authority
Yes No
Informal
Leader
Formal
Leader
Yes
Informal
Authority No
Officer
Follower
W. K. Hoy © 2003, 2008, 2011

6. Leaders and Authority Strategic Leniency Supportive Leadership
How can leaders enhance their authority?
Strategic Leniency
Supportive Leadership
Emotional Detachment
Hierarchical Independence
Hierarchical Influence
Authenticity
Key Question: What strategy is best for you to enhance your authority?
W. K. Hoy © 2003, 2008, 2011

7. Sources of Power Administrators have power of the organization.
(French and Raven, 1968)
Reward Power
Administrators reward desirable behavior.
Coercive Power
Administrators punish undesirable behavior.
Legitimate Power
Administrators have power of the organization.
Referent Power
Administrators get power from identification.
Expert Power
Administrators get power from knowledge and expertise.
Key Points:
Power from person characteristics is most advantageous.
Expert power is most stable
Referent power is strongest.
Power
Authority
W. K. Hoy © 2003, 2008, 2011

8. Responses to Power Probable Responses to Power
Types of Power Commitment Simple Compliance Resistance
Referent XXX XX X
Expert XXX XX X
Legitimate XX XXX X
Reward XX XX X
Coercive X XX XXX
XXX=most likely XX=less likely X=least likely
W. K. Hoy © 2003, 2008, 2011

9. Practical Suggestions
Avoid the use of coercive power: it alienates.
Use organizational power to develop personal
power; personal power is more potent.
Use personal power to motivate and create
loyalty and commitment to the organization.
Be careful when using reward power; it is easily confused coercive power.
Find ways to tap into informal power.
W. K. Hoy © 2003, 2008, 2011

10. Power vs. Empowerment
Power often constrains the activities of subordinates.
Whereas--
Empowerment typically enhances the power of subordinates as well as superiors.
Empowerment is the process by which administrators share power and help others use it in constructive ways to make decisions affecting themselves and their work (Schermerhorn, Hunt, and Osborn, 1994).
W. K. Hoy © 2003, 2008, 2011

11. Mintzberg on Power Four Systems or Sources of Power:
System of Authority--Formal Power
System of Ideology-- Informal Power
System of Expertise--Knowledge
System of Politics-- Informal, illegitimate Power
W. K. Hoy © 2003, 2008, 2011

12. Practical Suggestions
To lead administrators must:
Go beyond the system of authority;
Formal power is not enough to lead.
Tap into the informal authority;
Expand your authority and influence.
Tap into expertise of teachers;
Empower teachers and empower yourself.
Understand the system of politics;
Limit politics--it is destructive.
W. K. Hoy © 2003, 2008, 2011

13. Sources of Power and Authority
Source of Power
Formal
Organization
Informal
Organization
Formal
Authority
Informal
Authority
Legitimate
Legitimacy
Of Power
Coercive
Power*
Political
Power*
Illegitimate
*Can be legitimate, but almost never is.
W. K. Hoy © 2003, 2008, 2011

14. A Critical View of Power
Power blurs the distinction between rationality and rationalization;
Rationality is the application of evidence and reason to make decision.
Rationalization is an attempt to make a decision appear rational.
Power has a way of defining reality--superiors define what counts.
Principals spin the truth to defend their decisions.
Power trumps knowledge because rationalization masquerades as truth.
Truth is the first casualty in a power conflict.
Knowledge is power, but Power is Knowledge.
Power corrupts reality.
Key Question: Does emphasis on democratic participation in schools make us more vulnerable to manipulation? Why or why not?
W. K. Hoy © 2003, 2008, 2011

15. Power Game Organizational Members Have Three Choices
1. Leave the organization-----Exit
2. Stay and be a player Voice
3. Stay and be a soldier Be Loyal
Most members either stay and play or become loyal “soldiers.”
W. K. Hoy © 2003, 2008, 2011

16. Principles of Influence
Attractiveness: People like, are attracted to, and follow others that they believe are kindred spirits—Engage in acts of kindness.
Reciprocity: People feel obligated to return a good deed; individuals help those who help them--Help others solve a problem and you can depend on their help later.
Public Commitment: People are motivated to act on the basis of their public commitments—Encourage public commitments.
Colleagueship: People listen to and follow the lead of respected colleagues– Identify respected faculty members, solicit their advice, and win their support.
Optimism: Optimism enhances success—Look for opportunities in problems and focus on possibilities, not obstacles.
Fairness: People believe they are entitled to fair treatment—Treat others as you would be liked to be treated.
Expertise: People defer to those with demonstrated expertise—Do not assume your expertise is obvious; exhibit it.
W. K. Hoy © 2003, 2008, 2011