Leadership and PowerLeadership and Power

AGED 3153AGED 3153

Thought for the day…Thought for the day…

“ “The key to successful leadership The key to successful leadership today is influence, not authority.” today is influence, not authority.”

~ Kenneth Blanchard~ Kenneth Blanchard

OverviewOverview

Leadership and powerLeadership and powerKinds, uses and results Kinds, uses and results InfluenceInfluence

Leadership & PowerLeadership & Power

Power is the capacity or potential to Power is the capacity or potential to influence influence

People have power when they have the People have power when they have the ability to affect others’ability to affect others’BeliefsBeliefsAttitudesAttitudesCourses of actionCourses of action

PowerPower

Proper exercise of power is goodProper exercise of power is goodused to benefit the collective goalused to benefit the collective goal

To gain power or function within an To gain power or function within an organization, we need to understand types organization, we need to understand types of power and their sources.of power and their sources.

Major kinds of organizational Major kinds of organizational powerpower

PositionPositionDerived from office or rank in formal Derived from office or rank in formal

systemsystemVice-President, Lead person, Farm ForemanVice-President, Lead person, Farm Foreman

PersonalPersonalDerived from followershipDerived from followership

Based on relationshipsBased on relationships

Bases of Social PowerBases of Social PowerFrench & Raven (1959)French & Raven (1959)

PositionPosition Reward

if you fulfill a request; I will award you something

Legitimate power because of holding

a title

Coercive ability to administer

unwanted things or withhold things

PersonalPersonal Referent

built or emotionally based personal approval

Expert have the knowledge,

information and expertise

CoercionCoercion

The use of force to effect changeThe use of force to effect changevia the manipulation of rewards and penaltiesvia the manipulation of rewards and penaltiesuse of threats, punishments & negative use of threats, punishments & negative

rewardsrewards

Power & restraint used to force followers Power & restraint used to force followers to engage in extreme behavior to engage in extreme behavior

Examples of Coercive LeadersExamples of Coercive Leaders

Adolf HitlerAdolf Hitler

Jim JonesJim Jones

David KoreshDavid Koresh

Jim JonesJim Jones

Jim Jones’ power

News castNews cast

InfluenceInfluence The ability to affect the behavior of others in a The ability to affect the behavior of others in a

particular directionparticular direction (Cohen, Fink, Gadon & Willits, 1992 p. 139)(Cohen, Fink, Gadon & Willits, 1992 p. 139)

Leadership is an Influence processLeadership is an Influence process Leaders are influential only when they exercise Leaders are influential only when they exercise

power.power. Leaders must acquire and use power to influence Leaders must acquire and use power to influence

others.others.

Model of Power & InfluenceModel of Power & Influence

A leader's influence behavior has a direct impact on how the target responds to the influence attempt

There are three possible outcomesCommitmentComplianceResistance (Yukl & Taber, 1983)33

Model of Power & InfluenceModel of Power & Influence

CommitmentCommitment Indicates the highest degree of success:

The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort.

Model of Power & InfluenceModel of Power & Influence

ComplianceCompliance Means that the influence attempt is

partially successful:

The target person is apathetic (not overjoyed) about carrying out the request and makes only a modest effort.

Model of Power & InfluenceModel of Power & Influence

ResistanceResistance Unsuccessful influence attempt:

The target is opposed to carrying out the request and finds ways to either not comply or do a poor job.

Model of Power & Influence Model of Power & Influence

Power and influence interact to determine how Power and influence interact to determine how much influence a leader has with people.much influence a leader has with people.

Involves: Involves: The situationThe situation Leader’s traits (self-confidence, extroversion)Leader’s traits (self-confidence, extroversion) Leader’s personal & position powerLeader’s personal & position power Reaction of target (follower or superior)Reaction of target (follower or superior) Perceived relevance of influence request Perceived relevance of influence request

Dubrin, p. 232Dubrin, p. 232

A Model of Power and A Model of Power and Influence (4Influence (4thth ed.) ed.)

Model of Power & InfluenceModel of Power & Influence

If the leader is successful, perceived to have more power

Failure lowers the perception of powerCommitment enhances the probability of

successResistance decreases the probability of

success.

12 Ethical & Honest Tactics12 Ethical & Honest Tactics

1. Leading by example2. Using rational

persuasion3. Developing a reputation

as a subject matter expert

4. Exchanging favors and bargaining

5. Getting network members to support your position

6. Legitimating a Request

7. Making an inspirational appeal and emotional display

8. Displaying personal magnetism

9. Consulting

10. Forming coalitions

11. Being a team player

12. Practicing hands-on leadership

Dishonest and Unethical TacticsDishonest and Unethical Tactics

The more unethical and devious tactics: Deliberate

Machiavellianism Gentle manipulation

of people and situations

Undue pressure Game playing

The five borderline influence tactics: Debasing oneself to

gain advantage Upward appeal Silent treatment Ingratiation Joking and kidding

Divided into two groups: clearly unethical and borderline.

Becoming an Empowering LeaderBecoming an Empowering Leader

A leader's power and influence increase when he or she shares power with others.Explanation… As team members receive more power,

they can accomplish more.

As leader shares the credit for accomplishments, he or she becomes

more powerful.

Becoming an Empowering LeaderBecoming an Empowering Leader

Powerful leaders make team members

feel powerful and able to accomplish tasks on their own

To empower others is to be perceived as an influential person. (Dubrin, p. 200)

How much power How much power should a leader have?should a leader have?

SummarySummary

Power and influence are important tools Power and influence are important tools for leadersfor leaders

5 bases of power 5 bases of power 12 honest and ethical influence tactics12 honest and ethical influence tactics9 dishonest and ethical influence tactics9 dishonest and ethical influence tactics Certain tactics are more effectiveCertain tactics are more effective Sequencing of influence tactics is another Sequencing of influence tactics is another

important considerationimportant consideration

ReferencesReferences Bass, B. (1990). Bass & Stodgill’s Handbook of leadership: Theory research, and

managerial applications. 3rd Ed. NY: Free Press

Cohen, A., Fink. S. Gadon, H & Willits, R. (1992) Effective behavior in organizations. Homewood, IL: Irwin.

Dubrin, A. (2004). Leadership: Research, findings, practice and skills. NY: Houghton Mifflin.

French, J. R. & Raven, B. (1959). Bases of social power. In Dorwin Cartwright, Ed. Studies in social power. Ann Arbor, MI: Institute ffor Social Research

Pfeffer, J. (1981). Power in organizations. Marshfield, MA: Pitman.

Yukl, G. & Falbe, C. (1990). Influence tactics and objectives in upward, downward, and lateral influcence attempts. Journal of Applied Psychology. April, p. 133.

Yukl, G. & Taber, T. The effective use of managerial power, Personnel, March –april 37-44.

Yukl, G. & Tracey, B. (1992) Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, August, 526.

Northouse, P. (2007). Leadership Theory and Practice. 4th Ed. CA: Sage