Leadership Power and Influence

1. 1 Chapter 12 Leadership Power and Influence

2. 2 Power and Influence �The true leader must submerge himself in the fountain of the people.� ~V.I. Lenin

3. 3 Power and Influence Power The ability of one person or department in an organization to influence other people to bring about desired outcomes Influence The effect a person�s actions have on the attitudes, values, beliefs, or actions of others

4. 4 Transactional and Transformational Leadership Transactional Leadership � a transaction or exchange process between leaders and followers. Transformational Leadership � leadership characterized by the ability to bring about significant change in followers and the organization.

5. 5 Some Important Distinctions Power has been defined as the capacity to produce effects on others or the potential to influence others� behaviors and attitudes. Follower or situational characteristics may diminish a leader�s potential to influence followers. Power does not need to be exercised in order to have its effect. Power is attributed to others on the basis and frequency of influence tactics they use and on their outcomes.

6. 6 Power, Influence and Influence Tactics Influence can be defined as the change in a target agent�s attitudes, values, beliefs, or behaviors as the result of influence tactics. Influence tactics refer to one person�s actual behaviors designed to change another person�s attitudes, beliefs, values, or behaviors. Followers can wield power and influence over leaders as well as over each other.

7. 7 Sources of Leader Power Furniture and office arrangements Prominently displayed symbols Appearances of title and authority Choice of clothing Presence or absence of crisis Situation

8. 8 Sources of Leadership Power

9. 9 Ex. 12.3 Responses to the Use of Power

10. 10 POSITION POWER 1. Reward � the power of control (rewards) over desired results 2. Coercive �the power of control through the administration of negative sanctions or the removal of positive events (punishment) 3. Legitimate � formal or official authority 4. Information � power by virtue of access to valuable data

11. 11 Four Generalizations about Power and Influence Effective leaders typically take advantage of all their sources of power. Whereas leaders in well-functioning organizations have strong influence over their subordinates, they are also open to being influenced by them. Leaders vary in the extent to which they share power with subordinates. Effective leaders generally work to increase their various power bases or become more willing to use their coercive power.

12. 12 GESTURES OF POWER Staring Pointing Touching Interrupting

13. 13 Charismatic Leaders

14. 14 3. Charisma Charismatic power is based on an engaging and magnetic personality. Charisma can be positive or negative. You don�t have to be charismatic to be an effective leader. Can you be born with Charisma or is it learned?

15. 15 Power & Influence Types of Influence Tactics Pressure Exchange Rationality Coalition Building Emotional Appeal Impression Management Legitimized Appeal Ingratiation

16. 16 The use of aggression and fear to evoke a desired response from another person (e.g., threats, assertiveness, telling or arguing without support, intimidation, demanding). Pressure

17. 17 Exchange The use of trading desired resources between two individuals who will mutually benefit from the transaction (e.g., bargaining, doing favors, compromises).

18. 18 Rationality The individual�s use of logic and reason to convince another person to take some desired action (e.g., persuasion, reason, strategy).

19. 19 Coalition Building Unifying a group of people who have the same goal, in order to increase the power of the whole group in communicating to and dealing with others.

20. 20 Emotional Appeal An attempt to arouse in another person a desired response by playing to his or her guilt, insecurity, pride, or sense of justice asking for favors, flattery, asking for pity or sympathy, apologizing, motivational speech, and inspirational appeal. Appeal to feelings of loyalty or friendship.

21. 21 Impression Management An attempt to convince another person of one�s personal or organizational worth (be it actual or contrived) or otherwise control the other person�s sense of a situation (e.g., self-promotion, expertise, friendliness, ingratiation, acting clandestinely, hinting, deceit).

22. 22 Legitimized Appeal Use of organizational rewards and/or punishments through organizationally authorized and recognized methods or formal policies to promote a desired action or halt an undesired action from another person (e.g., sanction, upward appeals, administering organizational rewards and punishments).

23. 23 INGRATIATION The use of praise, flattery, friendly or helpful behavior to get desired results

24. 24 Ex. 12.5 Strategic Contingencies that Affect Leader Power in Organizations

25. 25 Politics

26. 26 POLITICAL SKILL DEVELOPMENT Learn the organizational culture and power players Develop good working relationships Be loyal, honest, non judgmental, objective Gain recognition by all of the above!!

27. 27 Ex. 12.6 Seven Principles for Asserting Leader Influence Use rational persuasion Make people like you Rely on the rule of reciprocity Develop allies Ask for what you want Remember the principle of scarcity Extend formal authority with expertise and credibility

28. 28 FOUR PHASES OF LEADERSHIP POWER Wonder stage- wonder why you accepted this job Blunder stage- rapid growth; make a lot of mistakes Thunder- everything is wonderful, complacency set in, competitors race ahead/ loose market share Plunder- company/ bankrupt or reinvents itself or starts the cycle all over

29. 29 THREE COMMON POLITICAL BEHAVIORS Networking Reciprocity Coalitions Ambition SELF DESTRUCTION