The key to successful leadership today

is influence, not authority.

~ Kenneth Blanchard
Power is the potential or ability to influence
decision and control resources.

An effective strategy for developing power is

to recognize where power come from in an
organization , and then take steps to acquire
some of that power.
 Position
Derived from office or rank in formal system
Vice-President, Lead person, Farm Foreman

Personal
Derived from followership
Based on relationships
 Develop power Contacts
Control Vital information
Control line of communication
Keep informed
Be courteous , Pleasant , and positive
Bring in an outside expert
When given an assignment , try to achieve quick positive
results
Ask satisfied customer to contact your boss.
Ask advice on your work related topics , built relationship
with others.
Avoid political blenders.
 PERSONAL
POSITION
Reward Referent
if you fulfill a request; I will built or emotionally based
award you something personal approval
Legitimate Expert
power because of holding a have the knowledge,
title information and expertise
Coercive
ability to administer
unwanted things or withhold
things
 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
 Adolf Hitler

Jim Jones

David Koresh
 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.
 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.
 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.
 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.
 Power and influence interact to determine how
much influence a leader has with people.
Involves:
The situation
Leaders traits (self-confidence, extroversion)
Leaders personal & position power
Reaction of target (follower or superior)
Perceived relevance of influence request
 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.
 Divided into two groups:
clearly unethical and borderline.
The more unethical The five borderline
and devious tactics: influence tactics:
Deliberate Debasing oneself to
Machiavellianism gain advantage
Gentle manipulation Upward appeal
of people and Silent treatment
situations Ingratiation
Undue pressure Joking and kidding
Game playing
 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.
 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)