11

Leadership Power Leadership Power and Influenceand Influence

22

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

• Harry S. TrumanHarry S. Truman

33

Transactional and Transformational Transactional and Transformational LeadershipLeadership

• 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.

44

Transformational LeadershipTransformational 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

55

Transformational LeadershipTransformational 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

66

Charismatic LeadersCharismatic Leaders

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

77

Black Hat of CharismaBlack Hat of Charisma

• Used for self serving purposes

• Deception, manipulation and exploitation of others

• Personalized behavior

88

Power and InfluencePower and Influence

Power– 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

99

ExEx..12.212.2 Five Types of Leader Power Five Types of Leader Power

•Legitimate•Reward•Coercive

Position Power

•Expert•Referent

Personal Power

1010

Where does power comeWhere does power come from? from?

Position powerPosition 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.

1111

Legitimate PowerLegitimate 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

1212

Reward PowerReward 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

1313

Coercive PowerCoercive Power

• Authority to punish or recommend punishment– Opposite of reward power– Right to fire, demote, criticize, reprimand or

withdraw pay raises

1414

Expert PowerExpert Power

• Results from special knowledge or skill – Followers go along with recommendations

because of his/her superior knowledge– Usually gained from experience

1515

Referent PowerReferent 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

1616

ExEx. . 12.312.3 Responses to the Use of Responses to the Use of PowerPower

Compliance Resistance Commitment

Position Power Personal Power

appr

opria

te u

se

excessive

use

1717

DependencyDependency

• If a person has control over a resource that is desired, he/she gains power– Information– Cooperation– Resources

1818

ExEx. . 12.412.4 Characteristics That Affect Dependency and Characteristics That Affect Dependency and Power in OrganizationsPower in Organizations

Nonsubstitutability

Leader has control over:

Resources seen as unimportant

Widely available resources

Resources with acceptable substitutes

Low dependency on leader = lower power

Leader has control over:

Resources seen as very important

Scarce resources

Resources with no substitutes

High dependency on leader = higher power

Importance

Scarcity

1919

ExEx. . 12.512.5 Strategic Contingencies that Affect Strategic Contingencies that Affect Leader Power in OrganizationsLeader Power in Organizations

Increased Power

Interdepartmental Dependency

Control over Information

Organizational Centrality

Coping with Uncertainty

2020

PoliticsPolitics

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

2121

Political ActivityPolitical Activity

• Impression management – people seek to control how others perceived them

• Executive presence – the impact you have when walk into a room

2222

ExEx. . 12.612.6 Seven Principles for Asserting Seven Principles for Asserting Leader InfluenceLeader Influence

1. Use rational persuasion

2. Make people like you

3. Rely on the rule of reciprocity

4. Develop allies

5. Ask for what you want

6. Remember the principle of scarcity

7. Extend formal authority with expertise and credibility

2323

Ex. 12.7Ex. 12.7 Guidelines for Ethical Action 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? E

thic

al C

hoic

e