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Power & Influence

Power & Influence. Overview. Power vs. Influence Sources of Power Transfer Power into Influence Three R’s Upward Influence Case Study (OTS Only). Power vs. Influence. Power - capacity to produce effects on others

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Power & Influence

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  1. Power & Influence

  2. Overview • Power vs. Influence • Sources of Power • Transfer Power into Influence • Three R’s • Upward Influence • Case Study (OTS Only)

  3. Power vs. Influence • Power - capacity to produce effects on others • Influence -the change in attitudes, values, beliefs, or behavior as a result of power

  4. Expert Power • Is the power of knowledge • Followers can have more expert power than leaders in certain situations Example: Leader new to unit

  5. Referent Power • Refers to the influence one has due to the strength of the relationship between the leader and the followers • Often takes time to develop Example: Followers admire and respect the leader

  6. Legitimate Power • One’s formal or official authority Example: Authority you have due to your rank

  7. Reward Power • The potential to influence others due to one’s control over desired resources Examples: OPRs, EPRs, PRFs, awards and decorations, Officer/Enlisted/Civilian of the Quarter Award

  8. Coercive Power • The potential to influence others through the administration of negative sanctions Examples: LORs, LOCs, Article 15s, Courts-martial

  9. Transform Power into Influence • Three R’s • Retribution • Reciprocity • Reason • Persuasive • Manipulative • Upward Influence

  10. Transfer Power into Influence • Three R’s • Retribution: threatening • Direct - explicit threat of punishment (coercion) • Indirect - threat is implied rather than stated (intimidation) • Pros • Produce immediate effect • Follows manager specification • Cons • Creates resistance, resentment, & alienation • Stifles initiative & innovation Effective managers use this sparingly; reserve for crisis

  11. Transfer Power into Influence • Three R’s • Reciprocity: compliance by satisfying the needs of both parties (favors thru social obligations) • Pros • Results w/o resentment • Both parties benefit • Don’t have to justify actions (bargain) • Cons • Requires trust • Expect negotiations for requests • Undercuts group commitment

  12. Transfer Power into Influence • Three R’s • Reason: articulation of the concept; subordinates recognize the value of the plan • Pros • Higher compliance • Commitment to group principles • Superiors rate highly effective • Low levels of stress • High job satisfaction • Cons • Takes time to build trust • More people involved, longer it takes

  13. Transfer Power into Influence • Three R’s • Reason: articulation of the concept; subordinates recognize the value of the plan Persuasion Explicit, direct, and respects the judgment/ability of the subordinate Manipulation based on disrespect subordinates’ abilities and a lack of trust in their judgment

  14. Transfer Power into Influence • Upward Influence • Influence on superior • Shield subordinates from distractions • Strengthens manager’s power base • Issue Selling: convince boss issue requires attention • Trickle-Up Influence

  15. Transfer Power into Influence • Upward Influence • Trickle-Up Influence • Necessary because of decentralization of today’s workplace • Superiors need to be informed • Speak up - talk about good ideas to superiors • Team up - gather allies for credibility • Lead up - display open-mindedness, support, trust • Be straightforward

  16. Interim Summary • Establish power thru personal attributes (pp. 177-181) • Transform power into influence using Three R’s • Use power to engender trust • Emphasize reciprocity & reason • Use retribution in crisis • Influence flows up & down chain • Upward influence should be for good of group, not personal ambition

  17. Case Study

  18. Summary • Power vs. Influence • Sources of Power • Transfer Power into Influence • Three R’s • Upward Influence • Case Study (OTS Only)

  19. “ Whoever knows how to restrain and effectively release power finds . . . that power flows back to him.” A. Bartlett Giamatti A Good Thought

  20. “ Leaders who share their power and their time can accomplish extraordinary things. The best leaders understand that leadership is the liberation of talent; hence they gain power not only by constantly giving it away, but also by not grabbing it back.” MG Perry Smith, “Learning to Lead” Marine Corps Gazette, Jan 1997 A Better Thought

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