power & influence 1

8/6/2019 Power & Influence 1

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P OWER & INFLUENCEUnit 2


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INFLUENCE


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It can be defined as the change in a target agentsattitudes, values, beliefs or behaviours as the result

of influence tactics.


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I NFLUENCE TACTICS


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It refers to one persons actual behvaiours designed tochange other to change another persons attitudes,

values, beliefs or behvaiours.


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POWER


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It is the capacity to cause change.


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P OWER & LEADERSHIP


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S OURCES OF LEADER POWER :

Expert power: Influence others on the basis of power of knowledge

Referent power: L eadership based on theleader-follower relations.

Legitimate power: D epends on the personsorganisational role.

Reward power: influence others on the basisof ones control over desired results.

Coercive power: It is the reciprocation of reward power.


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L EADER MOTIVES


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Need for power:

1. Personalized power: selfish, impulsive, self centered etc.

2. Social power: emotionally mature, serve theorganisation for higher goals etc.

Need for power can be analyzed by TAT in which apicture is given & one has to interpret the picture&tell the story. More the influencing power :more thescores received.


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Followers do have high need for power: leads toproblem.

O nly need for power is not sufficient for being asuccessful leader rather it should have motivation tomanage :

1 . Maintaining good relations.2. W anting to compete for recognition & advancement.3. Being active & assertive.4. W anting to exercise influence over others.5. Being visibly different from followers.6. Being willing to do routine admin tasks.


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Motivation to manage can be judged by MilerSentence completion scale .

MSCS: consists of series of incomplete sentence,needs completion.


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I NFLUENCE TACTICS


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Rational persuasion: when agent uses logicalarguments or facts to influence others

Inspirational appeal: which arouse enthusiasmor emotions in targets.

Consultation: when agents ask targets toparticipate in planning an activity.

Ingratiation: occurs when the agent attempts toget you in good mood before making a request.

Personal appeals: agents use this when they askanother to do a favor out of friendship.

Exchange: influencing a target through theexchange of favors.

Coalition tactics: when agents seek the aid orsupport of others to influence the target.


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Pressure tactics: threats used to influence targets.Legitimizing tactics: when agents make request

based on their position or authority.


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IN FLUE N CE TACT ICS & POWER

R ational persuasionInspirational appealC onsultation

IngratiationE xchangeP ersonal appealC oalitionL egitimatingP ressure

E xpert powerR eferent powerR eward, coercive or

legitimate powerR eward powerR eward powerR eferent or reward power

C oercive powerlegitimate power

C oercive power

Influence power Power


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L EADERSHIP & VALUES


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VALUES


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C onstructs representing generalized behaviour or state of affairs that are considered by the individual to be

important.

Terminal values(desired endstates)

Instrumental values(mode of behaviour)

A n exciting life Being courageous

A sense of accomplishment Being helpful

F amily security Being honest

Inner harmony Being imaginative

S ocial recognition Being logical

F riendship Being responsible


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G E N ERAT IO N AL D IFFERE N CE B/W VALUES

Values shows different impact on leadership:The Veterans(1922-1943): represent wealth of lore & wisdom

The Baby Boomers(1942-1960): violent,experimenting new life styles, the problem ,passionate, bring participation etc.The Gen Xers(1960-1980): entrepreneurial,bring changeThe Nexters(1980): your generation, risky,techno savvy etc.


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E VE N TS & G E N ERAT IO N AL VALUES

Prophet: community life & new societal order

Nomad: cunning, hard-to-fool, warriors

Hero: self reliance, laissez-faire, individualpragmatism

Artist: focuses on essentials & public relations &sacrifices personal interest


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M ORAL REASONING


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P rocess leaders use to make decisions about ethical& unethical behvaiour.


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D EVELOP ME N TAL LEVELS & STA GES OF M ORALREASO NIN G

Level 1 (Pre-Conventional):1 . O bedience and punishment orientation ( How can I avoid punishment? )

2. S elf-interest orientation ( What's in it for me? )( Paying for a benefit ).

Level 2 (Conventional):

3. Interpersonal accord and conformity ( S ocial norms )(The good boy/good girl attitude )

4. A uthority and social-order maintaining orientation

(Law and order morality )


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Level 3 (Post-Conventional):5. S ocial contract orientation

6. U niversal ethical principles ( Principledconscience )


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L EADERSHIP & VALUESHow value impact leadership


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Recognition Leaders with strong values, such aspoliticians want to stand out & bethe center of attention. They valuefame, visibility & publicity & aremotivated by public recognition

Power Leaders with strong power valuesenjoy being competition & beingseen as influential

Hedonism Leaders who likes to have fun atwork & entertain others aremotivated by pleasure, variety &excitement

Altruistic Leaders believe in helping otherswho are less fortune gets motivatedby helping the needy & powerlesspeople

Affiliation Leaders get motivated by meeting

new people, networking etc


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Tradition They value morale, codes of conduct,traditions etc

Security They value structures & processeswhich reduces or minimizes risks

Commerce Leaders with strong commercevalues like business leadersconstantly look for new business

opportunities

Aesthetic Leaders with this value aremotivated to work in an artistic

environment

Science Leaders with this value enjoylearning, digging deeply intoproblems


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L EADERSH IP & OR G A NI SAT IO N AL VALUES

J ust as there are personal values, organizationsalso have organizational values representing theprincipals by which employees get work done andtreat other employees, customers, and vendors.

W hether values truly represent operatingprincipals or so much spin for potential investorswill depend on the degree of alignment betweenthe organizations stated values and the collectivevalues of top leadership


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T op leaderships collective values play asignificant role in determining organizational

culture.

R esearch shows that employees with valuessimilar to the organization or team are moresatisfied and likely to stay; those with dissimilarvalues are more likely to leave.

O ne reason why leaders fail is due to amisalignment between personal andorganizational values.


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C ovey ( 1990 ) developed and popularized an approachcalled principle-centered leadership.

P ersonal, the first imperative is to be a trustworthyperson that depends on both ones character andcompetence.

L eading a high-performing group depends on skillssuch as team building, delegation, communication,negotiation, and self-management.

A n organization will be most creative and productivewhen its structure, systems (e.g. training,communication, and reward ), strategy, and vision arealigned and mutually supportive. P ut differently,certain organizational alignments are more likely tonurture and reinforce ethical behavior among itsmembers than others.


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P OS IT I VE FOR MS OF LEADERSH IP

A uthentic leadership

S ervant leadership


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A UTHE N T IC LEADERSH IP

T o thine own self to be trueInteract with social environment to become moreindependent of others expectations

C ongruence b/w how they feel on the inside &how they act.F eel themselves OK & others OK tooS trong ethical convictions which guide their

behaviour in avoid doing wrong things & try to dothe right thingsD ifferent from inauthenticE g: Nelson Mandela


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S ERVA N T LEADERSH IP

L isteningE mpathyH ealing A warenessP

ersuasionC onceptualizationF oresightS tewardship : who takes care of households of

othersC ommitment to others growthBuilding communityE g: D alai L ama, Mahatma Gandhi, MotherT

eresa


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L EADING ACROSS CULTURE


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W HAT IS CULTURE

It refers to those learned behaviours characterizingthe total way of life of members within any given

society.


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F RA MEWORK FOR U N DERSTA N D IN GD IFFERE N CES

Individualism vs. collectivismMasculinity vs. femininityT olerance vs. intolerance of uncertainty

L ong-term vs. short termP ower vs. distance


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D ILE MM AS

Individual-collectiveT ough-tenderE qual-unequal

D ynamic-stable A ctive-reflectiveS care-plentifulD oing-being


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L EADERSHIP TRAITSPersonality traits & leadership


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P ERSO N AL ITY

Impression a person makes on others.

U nseen structures & processes inside a personthat explain why we behave the way we do.


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T RA IT APPROACH

Traits refer to recurring regularities or trends in apersons behvaiour, & the trait approach topersonality maintains that people behave the

way they do because of the strengths of the traitsthey possess.

W eak situationsS trong situations


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5 FACTOR M ODEL OF PERSO N AL ITY : BR IG HT S IDE

Surgency: competitive, self-confident, impactful,build teams, decisive etc.Agreeableness: charming, diplomatic, empathetic,approachable, optimistic etc.Dependability: does not interact with others ratherconcerns with peoples approach to work. T hey areplanful, organised, take commitments seriouslyAdjustments: how people react to stress, failure orpersonal criticism. T hey are calm, optimistic, tend notto make mistakes etc.Openness to experience: big-picture thinkers,intellectual etc.


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D ARK S IDE OF 5 FACTOR MODEL

Excitable Leaders have difficulty in building teams because of their emotional outbursts

S keptical L eaders have unhealthy mistrust of others, always questionsthe motives & challenges the integrity of the followers

C autious F earful of making dumb mistakes, so alienate their staff for notmaking decisions

R eserved D uring the time of stress the become uncommunicative

L eisurely D o not pursue their own agendas & are not in line with them

Bold T endency to blame their mistakes on others, inability to learnfrom mistakes

Mischievous T end to be charming & easily get away with breaking rules,commitmentsC olorful T hey are hot

Imaginative C hange their minds

D iligent P erfectionist : they easily frustrate & disempower their staff

D utiful S pineless people


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I NTELLIGENCE & LEADERSHIP


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IN TELL IG E N CE

It is a persons all-around effectiveness in activitiesdirected by thoughts.

F aster learners, make better assumptions,deductions, & inferences; are better at creating acompelling vision & developing strategies to

make their vision a reality; can develop bettersolutions etc.


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T R I ARCH IC THEORY OF IN TELL IG E N CE

Analytical intelligence: problem solvingability, mental abilities test

Practical intelligence: street smarts, domainspecific

Creative intelligence: novel & useful


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C O M PO N E N TS OF CREAT I VE TH IN K IN G

Synthetic: sees things in new ways or recognisenovel connections b/w unrelated issues.Analytic: solutions to the problems

Practical: novel solutions to problemsThinking: modify or start new solutionsPersonality factors: openness to exp, highersurgency

Intrinsic motivation: people tend to generatecreative solutionsEnvironmental factors


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IMPL ICAT IO N S OF TR I ARCH IC THEORY

L eaders effectiveness is directly related toanalytic intelligence.But it shows curvillinear relationship

It is related to practical intelligence.C reative environment-should be build by leader


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IN TELL IG E N CE & STRESS : CRT

A leader's cognitive ability contributes to theperformance of the team only when the leader'sapproach is directive. W hen leaders are better atplanning and decision-making, in order for theirplans and decisions to be implemented, they needto tell people what to do, rather than hope theyagree with them. W hen they are not better thanpeople on the team, then a non-directive

approach is more appropriate, for example wherethey facilitate an open discussion where the ideasof team can be aired and the best approachidentified and implemented.


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E xperience is positively related to decisionquality under high stress. W hen there is a highstress situation and intelligence is impaired,experience of the same or similar situationsenables the leader to react in appropriate wayswithout having to think carefully about thesituation. E xperience of decision-making under

stress will also contribute to a better decisionthan trying to muddle through with brain-poweralone.


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F or simple tasks, leader intelligence andexperience is irrelevant. W hen subordinates aregiven tasks which do not need direction orsupport, then it does not matter how good theleader is at making decisions, because they areeasy to make, even for subordinates, and hencedo not need any further support


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E MOTIONAL INTELLIGENCE &

LEADERSHIP


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E MOT IO N AL IN TELL IG E N CE

Emotional intelligence (EI ) is an argued ability,capacity, skill or, in the case of the trait E I

model, a self-perceived ability to identify, assess,and control the emotions of oneself, of others, and

of groups.


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M ODELS

A bility E I modelMixed models of E I


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A BI L ITY M ODEL

P erceive emotionsU sing emotionsU nderstanding emotions

Managing emotions


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MIX ED M ODEL

S elf awarenessS elf mgmtS ocial awareness

R elationship mgmt


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B AR O N M ODEL

U nderstanding oneself with others


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L EADERSHIP BEHAVIOURStudies of leadership behaviour


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E ARLY STUD IES

Leadership behaviour descriptionquestionnaire:1 .H e lets subordinates know when theyve done a

good job.2. H e sets clear expectations about performance3. H e shows concern for subordinates as individuals4. H e makes subordinates feel at ease

Consideration & initiating structure:1 .C oncern about people2. C oncern for work goal & accomplishing task


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Supervisory descriptive behaviourquestionnaire

Leadership opinion questionnaireLBDQ-XII: acting as a representative of a group,being able to tolerate uncertainity, emphasizingproduction etc.

Leader support, interaction facilitation,goal emphasis & work facilitation:1 . W ork facilitation is defining goals2. Goal emphasis is motivating towards goals3. L eader support is when leader shows concern for

subordinates4. Interaction facilitation is relationship with

subordinates


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A LTER N AT I VE CO N CEPTUAL IZ AT IO N S OFLEADERSH IP BEHVA IOUR

L eadership gridO rganisational competency modelC ommunity leadership


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C O M PO N E N TS OF CO MM U NI TY OUTCO ME

Framing: leadership competency help thecommunity to recognise & define itsopportunities

Social capital: developing & maintainingrelationship

Mobilization: engage critical mass to takeaction


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A SSESS IN G LEADERSH IP BEHAV IOURS

36 0 degree appraisal


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M A N A G ER I AL DERA IL ME N T

Inability to build relationshipsF ailure to meet business objectivesInability to build team & lead a team

Inability to adaptInadequate preparation of promotion


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C HA N G IN G BEHAV IOUR

D evelopmental planningC oachingMentoring


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D EVELOP ME N TAL PLA NNIN G

IN S IGHT

M OT I VAT ION

N EW K N OWLED GE &SK ILLS

REAL WORLD

APPL ICAT ION

ACCOU N TA BI L ITY

INITIALCAPABILITIES

INCREASEDCAPABILITIES


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C OACH IN G

Formal coaching: one to one coaching.Informal coaching: steps involved are :1. Forging a partnership: trust relationship

2. Inspire committment: leaders work closely withfollowers to gather & analyze data fordevelopmental needs

3. Growing skills: developmental plan & coachingplan

4. Promote persistance: leaders help managers tomanage their tasks.

5. Shape the environment: implementaing skills


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L EADERSHIP CHANGE


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DEF INI T IO N

Change management is a structured approach toshifting/transitioning individuals , teams , and

organizations from a current state to a desiredfuture state. It is an organizational process

aimed at empowering employees to accept andembrace changes in their current business

environment


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S TA G ES OF CHA N G E

F ormative periodR apid growthMature period

D eclining period


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5 STEPS ACCO MPA N Y IN G CHA N G E

D enial A ngerBargaining

D epression A cceptance


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A VO IDA N CE TO ACCEPTA N CE

Why? to Wh at new opportunities will t h is provide ? H ow will t h is affect me ? to Wh at problemswill t h is solve ? W e do not do it t h is wa y. to Wh at would itlook like ? Wh en will t h is c h ange be over so we can getback to work ? to Wh at can I do to h elp ? Wh o is doing t h is to us ? to Wh o can h elpus ?


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M ODEL OF CHA N G ES

H awthorne effectBeers modelK urt L ewin model


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B EER S MODEL

C=D*M*P>R

D= dissatisfactionM= modelP= processR= resistance

C= amount of change


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K URT LEW IN S M ODEL

U nfreezingC hangeF reezing

power & influence 1

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