© 2006 prentice hall leadership in organizations 6-1 chapter 6 power and influence
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© 2006 Prentice Hall Leadership in Organizations6-3 Learning Objectives Understand some of the psychological processes that explain how leaders influence people Understand the different types of influence tactics used in organizations Understand how proactive tactics are typically used in influence attempts with subordinates, peers, or superiors Understand the relative effectiveness of different proactive tacticsTRANSCRIPT
© 2006 Prentice Hall Leadership in Organizations 6-1
Chapter 6Power and Influence
© 2006 Prentice Hall Leadership in Organizations 6-2
Learning Objectives Understand how position and personal attributes
can be a source of power for leaders. Understand the process by which power is
acquired or lost in organizations Understand the consequences of power for
leadership effectiveness
© 2006 Prentice Hall Leadership in Organizations 6-3
Learning Objectives Understand some of the psychological processes
that explain how leaders influence people Understand the different types of influence tactics
used in organizations Understand how proactive tactics are typically
used in influence attempts with subordinates, peers, or superiors
Understand the relative effectiveness of different proactive tactics
© 2006 Prentice Hall Leadership in Organizations 6-4
Conceptions of Power and Influence Power – Capacity of one party to influence another
party Authority – The rights, prerogatives, obligations,
and duties associated with particular positions in an organization or social system
© 2006 Prentice Hall Leadership in Organizations 6-5
Outcomes of Influence Attempts Commitment – The target person internally agrees
with a decision or request and makes a great effort to carry out the request
Compliance – The target person is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort
Resistance – The target person is opposed to the proposal or request and actively tries to avoid carrying it out
© 2006 Prentice Hall Leadership in Organizations 6-6
Types of Resistance Refuse to carry out the request Make excuses about why the request cannot be
carried out Try to persuade the agent to withdraw or change
the request Ask higher authorities to overrule the agent’s
request Delay acting in the hope that the agent will forget
about the request Make a pretense of complying but try to sabotage
the task.
© 2006 Prentice Hall Leadership in Organizations 6-7
Influence Processes Instrumental Compliance – The target person
carries out a requested action for the purpose of obtaining a reward or avoiding punishment
Internalization – The target person becomes committed to support and implement the agent’s proposals because they appear to be intrinsically desirable and correct
Personal Identification – The target person imitates the agent’s behavior or adopts the same attitudes to please the agent and to be like the agent
© 2006 Prentice Hall Leadership in Organizations 6-8
Power Types and Sources
© 2006 Prentice Hall Leadership in Organizations 6-9
Different Types of Power
© 2006 Prentice Hall Leadership in Organizations 6-10
Guidelines for Using Legitimate Authority Make polite, clear requests Explain the reasons for a request Do not exceed your scope of authority Verify authority if necessary Follow proper channels Follow up to verify compliance Insist on compliance if appropriate
© 2006 Prentice Hall Leadership in Organizations 6-11
Guidelines for Using Reward Power Offer the type of rewards that people desire Offer rewards that are fair and ethical Do not promise more than you can deliver Explain the criteria for giving rewards and keep it
simple Provide rewards as promised if requirements are
met Use rewards symbolically (not in a manipulative
way)
© 2006 Prentice Hall Leadership in Organizations 6-12
Guidelines for Using Coercive Power Explain rules and requirements, and ensure that people
understand the serious consequences of violations Respond to infractions promptly and consistently without
showing favoritism to particular individuals Investigate to get the facts before using reprimands or
punishment, and avoid jumping to conclusions or making hasty accusations
Except for the most serious infractions, provide sufficient oral and written warnings before resorting to punishment
Administer warnings and reprimands in private, and avoid making rash threats
© 2006 Prentice Hall Leadership in Organizations 6-13
Guidelines for Using Coercive Power Stay calm and avoid the appearance of hostility or personal
rejection Express a sincere desire to help the person comply with
role expectations and thereby avoid punishment Invite the person to suggest ways to correct the problem,
and seek agreement on a concrete plan Maintain credibility by administering punishment if
noncompliance continues after threats and warnings have been made
Use punishments that are legitimate, fair, and commensurate with the seriousness of the infraction
© 2006 Prentice Hall Leadership in Organizations 6-14
Ways to Acquire and Maintain Referent Power
Show acceptance and positive regard Act supportive and helpful Use sincere forms of ingratiation Defend and back up people when appropriate. Do unsolicited favors Make self-sacrifices to show concern Keep promises
© 2006 Prentice Hall Leadership in Organizations 6-15
Ways to Use and Maintain Expert Power Explain the reasons for a request or proposal and
why it is important Provide evidence that a proposal will be
successful Do not make rash, careless, or inconsistent
statements Do not lie, exaggerate, or misrepresent the facts Listen seriously to the person’s concerns and
suggestions Act confident and decisive in a crisis
© 2006 Prentice Hall Leadership in Organizations 6-16
How Power is Acquired or Lost Social Exchange Theory – Power based on
exchange of benefits or favors Acquired
Control over scarce resources Access to vital information Skill in dealing with critical problems Accumulated idiosyncratic credits Innovative proposals
Lost Pursuing selfish motives Innovation (if lead to failure) How serious the failure is Amount of status
© 2006 Prentice Hall Leadership in Organizations 6-17
How Power is Gained or Lost Strategic Contingencies Theory
Expertise in coping with important problems Centrality of the subunit within the workforce Extent to which the subunit’s expertise is unique rather
than substitutable
© 2006 Prentice Hall Leadership in Organizations 6-18
Influence Tactics
© 2006 Prentice Hall Leadership in Organizations 6-19
Comparison of Influence Tactics
© 2006 Prentice Hall Leadership in Organizations 6-20
Power and Influence Behavior
© 2006 Prentice Hall Leadership in Organizations 6-21
Use and Effectiveness of Influence Tactics