1. Leadership Power and Influence

2. “If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out all right.  But when he thinks that he is the cause of the power, that can be his ruination.” 
Harry S. Truman

3. Transactional and Transformational Leadership
Transactional Leadership – a transaction or exchange process between leaders and followers.
Transformational Leadership – characterized by the ability to bring about significant change in followers and the organization.

4. Transformational Leadership
Develops followers into leaders
Elevates concerns to higher level psychological needs
Inspires followers to go beyond their own self-interests
Paints a vision of desired future state and how the change is worth the effort

5. Transformational Leadership
Can communicate complex ideas in a compelling manner
Act in unconventional manners
Inspire faith
Earn trust by willingly incurring great personal risk
Source of influence is from personal characteristics

6. Charismatic Leaders
Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

7. Black Hat of Charisma Used for self serving purposes
Deception, manipulation and exploitation of others
Personalized behavior

8. Power and Influence Power Influence
The ability of one person or department in an organization to influence other people to bring about desired outcomes
Influence
The effect a person’s actions have on the attitudes, values, beliefs, or actions of others

9. Ex.12.2 Five Types of Leader Power
Legitimate
Reward
Coercive
Expert
Referent
Position Power
Personal Power

10. Where does power come from? Position power
A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as noncoercive behavior as an acceptable way of achieving desirable results.

11. Legitimate Power
Authority granted from a formal positions in an organization.
Rights, responsibilities and prerogatives accrue to anyone holding a formal leadership position
Set goals, make decisions and direct activities

12. Reward Power Authority to bestow rewards on other people
Appointed leaders may have access to rewards such as pay increases, promotions, physical resources
Influences subordinate’s behavior

13. Coercive Power Authority to punish or recommend punishment
Opposite of reward power
Right to fire, demote, criticize, reprimand or withdraw pay raises

14. Expert Power Results from special knowledge or skill
Followers go along with recommendations because of his/her superior knowledge
Usually gained from experience

15. Referent Power
Comes from personality characteristics that command identification, respect and admirations so that others want to emulate the person
Dependent on personal characteristics rather than title
Strong identification with leader

16. Ex. 12.3 Responses to the Use of Power
Position Power
Personal Power
appropriate use
excessive use
Compliance
Resistance
Commitment

17. Dependency
If a person has control over a resource that is desired, he/she gains power
Information
Cooperation
Resources

18. Ex. 12.4 Characteristics That Affect Dependency and Power in Organizations
Leader has control over:
Leader has control over:
Resources seen as unimportant
Resources seen as very important
Importance
Widely available resources
Scarcity
Scarce resources
Resources with acceptable substitutes
Non
substitutability
Resources with no substitutes
Low dependency on leader = lower power
High dependency on leader = higher power

19. Ex. 12.5 Strategic Contingencies that Affect Leader Power in Organizations
Interdepartmental Dependency
Control over Information
Increased Power
Organizational Centrality
Coping with Uncertainty

20. Politics
Activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices

21. Political Activity
Impression management – people seek to control how others perceived them
Executive presence – the impact you have when walk into a room

22. Ex. 12.6 Seven Principles for Asserting Leader Influence
Use rational persuasion
Make people like you
Rely on the rule of reciprocity
Develop allies
Ask for what you want
Remember the principle of scarcity
Extend formal authority with expertise and credibility

23. Ex. 12.7 Guidelines for Ethical Action
Is the action consistent with the organization’s goals, rather than being self-motivated purely by self-interest?
Does the action respect the rights of individuals and groups affected by it?
Does the action meet the standards of fairness and equity?
Would you wish others to behave in the same way if the action affected you?
Ethical Choice