Download - Leadership and Power
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