Power and Leadership

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Key ObjectivesKey Objectives Define power and its key role in leadership Discuss typical reactions to power Identify the individual and organizational

sources of power available to leaders and describe their consequences for followers and organizations

Explain the sources of power corruption and present ways to prevent its occurrence

Discuss empowerment and the individual and organizational factors needed to achieve it.

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DefinitionsDefinitions

Power: the ability of one person to influence others and exercise control over them

Influence: the power to affect the course of an action

Authority: power vested in position

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Reactions to PowerReactions to Power Commitment: occurs when

followers welcome the influence process and accept it as reasonable and legitimate

Compliance: followers accept the influence process and go along with the request, but are not committed to carrying it out.

Resistance: followers do not agree with the attempt at influence and either actively or passively resist it.

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Individual Sources of Individual Sources of PowerPower

Legitimate power: based on a person holding a formal position; others comply because they acceptthe legitimacy of the position of the power holder.

Reward power: based on a person’s access to rewards. Compliance based on desire for rewards.

Coercive power: based on ability to punish. Compliance based on fear of punishment.

Expert power: based on a person’s expertise, competency and information in a certain area. Others comply because they believe in the power holder’s knowledge and competence.

Referent power: based on person’s attractiveness to and friendship with others. Other’s comply because they respect and like the power holder.

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Individual Sources of Individual Sources of PowerPower

Position powers-

Legitimate, Reward and Coercive power are Position powers- access to power depends upon person’s position

Depend upon the organization; Once a person’s title, or access to rewards or punishment is removed, the leaders relying on these sources loses power.

Person-based powers- Expert and Referent power are based on the person, not the organization

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Reactions to Power Reactions to Power

Coercive Power

Reward Power

Legitimate Power

Expert Power

Referent Power

Resistance

Compliance

Commitment

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Using Power: Influence Tactics Using Power: Influence Tactics and Consequencesand ConsequencesRational Persuasion:

Use logical arguments and factual evidenceCommitment likely when target is somewhat in agreement Compliance likely Resistance possible when other doesn’t share objectives

Inspirational Appeals: •Make an emotional or value-based appeal.•Arouse strong emotions and link request to person’s need or values in hopes that enthusiasm and commitment results. •Can appeal to person’s ideals; e.g., loyalty, patriotism, justice•Can be brief explanation (“Do it for your country”) to an inspirational speech (“I have a dream”).•Dr Martin Luther King Jr I Have Dream Speech •Effectiveness can be enhanced by using vivid imagery and metaphors, manipulating symbols, using gestures.

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Consultation• Commitment is increased by asking others for their input into decisions. •Paradox

Ingratiation• Do something that makes someone feel better about you. • Includes giving compliments, do unsolicited favors, act respectful, act friendly prior to making request without appearing manipulative.• Commitment can result if used correctly.• Compliance likely.• Resistance unlikely.• Catch:

Personal Appeal• Ask someone to do a favor based on friendship or loyalty. • Person must like you or feel loyal to you.

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Exchange• Use explicit or implicit offer to reward person for doing request.• Commitment unlikely.• Compliance likely (need to offer something desirable and be able to provide that)• Incentives include tangible rewards (raise, bonus, trip), scarce resources, information, help with another task, career or political support.

Coalition Building• Get others to work with you to influence the target.• Can be direct or indirect. • Commitment unlikely. Compliance likely. Resistance possible.

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Legitimate Tactics• Attempt is made to establish the authority•Student Handbook • Commitment is unlikely. • Compliance likely if request is viewed as legitimate and proper, or routine request.• Resistance likely if request is unusual, exceeds authority, or when target does not know your authority.• Types

Pressure• Use threats, warning, and assertive behavior to get compliance with request.• May work for lazy or apathetic people.• Includes such behaviors as constant checking, “do this or else” or “if you don’t do this…”• Commitment is unlikely.• Resistance may occur if tactic is used too often, especially with the hard tactics of threats and warning. They may result in bad side effects: resentment, undermining behavior.

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Organizational Sources of Organizational Sources of PowerPowerThese sources of power can be used by individuals,

but are especially important for teams Coping with uncertainty- power based on the ability

to reduce uncertainty for others; (e.g., obtaining needed info, forecasting, having alternatives for dealing with change)

Centrality- power based on being central to how the organization achieves its mission and goals (e.g., being close to the client, or close to the CEO)

Dependency- power based on others depending on power holder to get their work done (e.g., team provides info and resources)

Substitutability- power based on providing a unique and irreplaceable service or product to others

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Corruption: Corruption: The Dark Side of PowerThe Dark Side of Power

One of the consequences of power is the increased distance b/w leaders and followers, which can lead leaders to become uninformed, unrealistic, and engage in unethical decision making

Power abusers more concerned with maintaining power than with developing followers and achieving organizational goals

We will consider causes, consequences and solutions to abuse of power

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Causes of Power Causes of Power Corruption: Leaders Corruption: Leaders CharacteristicsCharacteristics

Often intelligent, but inflated view of self; arrogant and controlling, power hungry, rigid and inflexible

Work well with supervisors and impress them, but uncaring and vicious with subordinates

Sense of entitlement (believes they deserve special treatment

Willingness to exploit others

Lack of empathy

Overly concerned with power

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Causes of Power Causes of Power Corruption: Corruption: Organizational Organizational CharacteristicsCharacteristics

Organizational culture

Hiring practices based on personal relationships

Short-term orientation

Centralized structure

High uncertainly and chaos

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Corruption: Corruption Corruption: Corruption Cycle (Processes)Cycle (Processes)

Leader characteristics and org’l factors lead to

follower compliance

Comply b/c of personal commitment, truly respect

leader’s expertise, or fear of retribution or desire to

obtain rewards and resources

Compliance signals leader that action are OK,

which reinforces inflated view of themselves

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Corruption CycleCorruption Cycle

Leader Characteristics

OrganizationalFactors

• Compliance• Distance from others• Inflated view of self• Follower submission• Follower dependence

• Poor decisions• Coercion• Devaluation of others• Ethical and legal violations

Causes Processes Consequences

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Corruption: Corruption: ConsequencesConsequences Poor decisions

Increased distance results in poor decision making because they lack relevant informationEmployees filter info, avoid giving bad news, hide mistakes, providing overly rosy picture

Devaluation of OthersB/c of compliance, leaders may see followers as dependent and incapable of autonomous behavior and decisions; rely less on persuasion, more on coercionBecomes self-fulfilling prophesy

Ethical and Legal ViolationsCome to believe regular rules just don’t apply to them

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Solutions to CorruptionSolutions to Corruption Make leaders accountable

Maintain checks and balances

Encourage open and broad communication and feedback

Involve leaders in day-to-day activities

Reduce followers’ dependency on leader

Use objective measures of performance

Involve outsiders in decision making

Change the organizational culture

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EmpowermentEmpowerment Sharing power with subordinates

Pushing decision making and implementation power to the lowest possible level

Increase the power and autonomy of all people in the organization

Power sharing

Gives employees control and a sense of accomplishment

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Empowerment: Leadership Empowerment: Leadership FactorsFactors Create a positive emotional

atmosphere that encourages followers to share ideas, participate in decision making and take risks

Set high performance standards

Encourage initiative and responsibility

Reward openly and personally

Practice equity and collaboration

Express appropriate confidence in subordinates

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Empowerment: Empowerment: Organizational FactorsOrganizational Factors

Decentralize structure and decision making

Select and train leaders appropriately

Select and train employees appropriately

Remove bureaucratic constraints

Reward empowering behaviors

Create fair and open organization policies