Leadership and Power

1. Leadership and Power AGED 3153

2. Thought for the day… “The key to successful leadership today is influence, not authority.” ~ Kenneth Blanchard

3. Overview • Leadership and power • Kinds, uses and results • Influence

4. Leadership & Power • Power is the capacity or potential to influence • People have power when they have the ability to affect others’ • Beliefs • Attitudes • Courses of action

5. Power • Proper exercise of power is good • used to benefit the collective goal • To gain power or function within an organization, we need to understand types of power and their sources.

6. Major kinds of organizational power • Position • Derived from office or rank in formal system • Vice-President, Lead person, Farm Foreman • Personal • Derived from followership • Based on relationships

7. Bases of Social PowerFrench & Raven (1959) Position Personal Referent built or emotionally based personal approval Expert have the knowledge, information and expertise • 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

8. Coercion • The use of force to effect change • via the manipulation of rewards and penalties • use of threats, punishments & negative rewards • Power & restraint used to force followers to engage in extreme behavior

9. Examples of Coercive Leaders • Adolf Hitler • Jim Jones • David Koresh

10. Jim Jones • Jim Jones’ power • News cast

11. Influence • The ability to affect the behavior of others in a particular direction(Cohen, Fink, Gadon & Willits, 1992 p. 139) • Leadership is an Influence process • Leaders are influential only when they exercise power. • Leaders must acquire and use power to influence others.

12. Model 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 outcomes • Commitment • Compliance • Resistance(Yukl & Taber, 1983) 3

13. Model of Power & Influence • Commitment • Indicates the highest degree of success: The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort.

14. Model of Power & Influence • Compliance • 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.

15. Model of Power & Influence • Resistance • Unsuccessful influence attempt: The target is opposed to carrying out the request and finds ways to either not comply or do a poor job.

16. Model of Power & Influence • Power and influence interact to determine how much influence a leader has with people. • Involves: • The situation • Leader’s traits (self-confidence, extroversion) • Leader’s personal & position power • Reaction of target (follower or superior) • Perceived relevance of influence request Dubrin, p. 232

17. A Model of Power and Influence (4th ed.)

18. Model of Power & Influence • If the leader is successful, perceived to have more power • Failure lowers the perception of power • Commitment enhances the probability of success • Resistance decreases the probability of success.

19. Leading by example Using rational persuasion Developing a reputation as a subject matter expert Exchanging favors and bargaining Getting network members to support your position Legitimating a Request Making an inspirational appeal and emotional display Displaying personal magnetism Consulting Forming coalitions Being a team player Practicing hands-on leadership 12 Ethical & Honest Tactics

20. 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 Dishonest and Unethical Tactics • Divided into two groups: clearly unethical and borderline.

21. Becoming 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.

22. Becoming 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)

23. How much power should a leader have?

24. Summary • Power and influence are important tools for leaders • 5 bases of power • 12 honest and ethical influence tactics • 9 dishonest and ethical influence tactics • Certain tactics are more effective • Sequencing of influence tactics is another important consideration

25. References • 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