© 2006 prentice hall leadership in organizations 6-1 chapter 6 power and influence

© 2006 Prentice Hall Leadership in Organizations 6-1

Chapter 6Power and Influence


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


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


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


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


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.


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


Power Types and Sources


Different Types of Power


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


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)


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


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


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


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


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


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


Influence Tactics


Comparison of Influence Tactics


Power and Influence Behavior


Use and Effectiveness of Influence Tactics

© 2006 prentice hall leadership in organizations 6-1 chapter 6 power and influence

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