Leadership and Power

1. Leadership and Power Chapter 5

2. If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out all right.  But when he thinks that he is the cause of the power, that can be his ruination.  • Harry S. Truman

3. Bennis and Nanus • “Power is…the capacity to translate intention into reality and sustain it. Leadership is the wise use of this power….Vision is the commodity of leaders and power is their currency.”

4. Five Primary Sources of Power • Coercive Power • Reward Power • Legitimate Power • Expert Power • Referent Power

5. Coercive Power • Is based on the right to administer punishment or give negative reinforcements. • Most effective when followers are aware of expectations and warned • User must follow through

6. Benefits Effective for gaining obedience Appropriate for disciplinary actions Achieves quick results Costs Drains physical and emotional energy Lowers task satisfaction of followers Coercive Power

7. Reward Power • User must be able to deliver something of value • Must be something the follower desires • Be specific about behavior being rewarded

8. Benefits Culturally sanctioned Focuses attention on group priorities Effective for gaining obedience Boosts short-term performance Costs Lower task satisfaction than with expert and referent power Not consistently linked with high task performance Escalating financial and material costs to provide ever-greater tangible rewards Ineffective or destructive if rewards are not desirable or attractive or if the wrong person is rewarded Reward Power

9. Kohn’s Reward Power Research • Reward flip side of punishment • Does not appear to produce a lasting change • Rewards fail because: • Punish • Rupture relationships • Ignore reasons • Discourage risk taking • Undermine intrinsic motivation

10. Legitimate Power • Is connected to the position held • Is dependent upon the importance of the position held • May only work if used for valid requests

11. Benefits Culturally sanctioned Incorporates weight of the entire organization Effective for gaining obedience Helps large organizations function efficiently Costs Lowers follower task performance Lowers follower task satisfaction May become less effective over time Legitimate Power

12. Expert Power • Based upon the person not the position • Influential because they provide information/skills • Important in our culture

13. Benefits High follower task satisfaction High follower task performance Drains little if any, emotional energy from the user Costs Takes a long time to develop Must possess the necessary knowledge and skills Not as effective in gaining obedience as coercion, reward or legitimate power May not be effective if followers do not share the leader’s goals Expert Power

14. Referent Power • Role model power • Followers allow this type of influence because of affection, esteem, and respect for the other person • Can be depleted

15. Benefits High follower task satisfaction High follower task performance Costs Takes a long time to develop Can diminish if overused Must possess the necessary knowledge and interpersonal skills Not as effective for gaining obedience as coercion, reward or legitimate power Referent Power

16. Powerful and Powerless Talk • Standard Language • Speakers stereotyped by their use of words • Powerful talk makes speakers seem knowledgeable and confident • Adopt appropriate style for the situation

17. Powerless Talk • Hesitations • Hedges • Tag Questions • Disclaimers • Accounts • Side Particles

18. Tyrannical Bosses • Track every move of their followers • Send conflicting messages about what they want • Engage in angry outbursts • Demand absolute obedience • Put followers down in public • Act arbitrarily • Coerce followers into unethical behavior

19. Empowerment • Leaders gain more power through empowerment • Increases the job satisfaction and performance of followers • Fosters greater cooperation among group members • Collective survival • Contributes to personal growth and learning • Prevents power abuses

20. Components of the Empowerment Process • Modifying the Environment • Supplying Resources • Building a Sense of Personal Power

21. Modifying the Environment • Eliminate situational factors that lead to feelings of powerlessness • Shift decision making authority to followers

22. Supplying Resources • Followers need funds, supplies, time and a place to work • Political support • Need for information

23. Building a Sense of Personal Power • Efficacy expectation • Leaders can build followers’ perceptions of their personal power: • Provide emotional support • Expressing confidence • Modeling successful performance or providing opportunities to observe others • Structuring tasks for initial success

24. Empowerment Models • Leading the Journey (Belasco and Stayer) • Determining focus and direction • Removing obstacles • Developing ownership • Stimulate self-directed actions

25. Empowerment Models • Superleadership/Self-leadership (Sims and Manz) • Superleadership • Changing organizational structures • Changing organizational processes • Changing interpersonal communication • Self-leadership • Self behavior modification • Task focus • Positive thinking