POWER AND INFLUENCE

IN LEADERSHIP
GROUP 8
 POWER &
LEADERSHIP?
WHAT IS POWER?

• It is the prowess of an individual (agent) to influence one or more subordinates, peers,

seniors (target persons)
• Difference between Authority and Power
• Influence Process: It is the manner in which the agent influences the motives or
perspectives of the target person in context of the interaction
 Instrumental Compliance
 Internalization
 Personal Identification
INFLUENCE &
LEADERSHIP?
TYPES OF INFLUENCE TECHNIQUES

• Impression Management Tactics

• Political Tactics
• Proactive Tactics
These lead to any of the three outcomes:
 Commitment
 Compliance
 Resistance
POWER SOURCES

• Positional Power:
 Legitimate Power
 Reward Power
 Coercive Power
 Information Power
 Ecological Power

• Personal Power:
 Referent Power
 Expert Power
LEGITIMATE POWER

• The power that generally comes with holding a position in an organization

• It takes the from of an implicit mutual understanding rather than a contract
• The members who are loyal to the organization and identify with it are more likely to
show compliance with the legitimate rules and requests
• However, in critical situations, it is more important to be assertive in exercising authority
Example: Your boss in last organization have the legitimate power.
REWARD POWER

• It is the perceived control of the important resources and desired rewards by the agent
in the mind of the target person
• The perception of the target plays a dominant role in the agent’s assertion of the Reward
Power
• Different levels of management use different rewards to build the perception among the
target persons
• However, these rewards must not be used frequently as incentives but in a symbolic
manner to recognize the accomplishments of the targets
• Example: Your boss asking you to complete an assignment in return for promotion
COERCIVE POWER

• It mainly puts in to light the authority of the agent over the subordinates with regards to
punishments
• Coercion may not be the best way to get the required performances as it is highly likely
to give rise to retaliation as the subunits within an organization are generally
interdependent
• However, it can be used to deter the targets away from unethical practices or direct
disobedience to legitimate requests
Example :Your boss threatening to fire you if you do not do a particular assignment
REFERENT POWER

• It stems from the desire of the target to please the agent towards whom he has strong
emotions
• The target also derives his motivation to do the task from personal identification with
the agent
• Referent power highly depends on the interpersonal relations of the agent with his
targets and hence has its own limitations
• It highly depends upon the character’s integrity and hence gives rise to ‘role modelling’
Example:You do your colleague’s tasks out of job hours
EXPERT POWER

• It derives its importance from the task related knowhow of the agent
• The perception of the knowledge of the agent plays a crucial role in short run whereas
the actual knowledge is of the utmost importance if the agent is to sustain the exertion
of power over long time
• Acting genuinely helps in retaining the power over the target
Example:You, a smart techie devise an internal monitoring system helping the company
solve persistent technical issues
INFORMATION AND ECOLOGICAL POWERS

• The right to control certain vital information and/or its distribution gives rise to the
Information Power
• Information can be used in more good ways than others and hence depends upon the
managers as to how they use the information and its dissemination
• Ecological Power generates from the altering of the agent’s perception of the
opportunities or the constraints by rearranging the situations
• Also, the control over the physical work environment can be structured
DETERMINATION OF POWER

• Social Exchange Theory

It discusses various steps taken by the agent that can have double edged results and that the amount of
power the agent exercises depends upon several interpersonal factors
However, it does not discuss the effect of the targets on reward and referent power
• Strategic Contingencies Theory
It explains how subunits within an organization can lose or gain power in various decision making activities.
It however assumes the power to be dynamic in nature and neglects the fact that a subunit might exercise
it to protect its own dominance
• Institutionalization of Power
It is the application of political tactics to exert greater influence or protect existing influence by the
subunits within the organization
PROACTIVE INFLUENCE TACTICS &
THEIR EFFECTIVENESS
• Rational Persuasion: Use of logic to show that a request is feasible - HIGH
• Apprising: Carry out a request which benefits the target personally - MODERATE
• Inspirational Appeals: Make an appeal to values to gain target’s commitment - HIGH
• Consultation: Encourage the target to provide improvements - HIGH
• Collaboration: Provide necessary tools if the target submits a request - HIGH
PROACTIVE INFLUENCE TACTICS &
THEIR EFFECTIVENESS
• Ingratiation: Use flattery to influence to forward difficult request - MODERATE
• Personal Appeals: Support a proposal owing to friendship - MODERATE
• Exchange: Offer an incentive to reciprocate at a later time - MODERATE
• Coalition Tactics: Seek others’ help to persuade the target – LOW/MODERATE
• Legitimating Tactics: Establish legitimacy of a request - LOW
• Pressure: Use demands, threats or persistent reminders to influence the target - LOW
USING CORE TACTICS

• Rational Persuasion
• Importance of request? Use logic to support of the request
• Provide evidence that it is feasible; Why is it better than other alternatives?
• Inspirational Appeals
• Is the proposed change really worthwhile? Link it to the person’s ideals
• Provide a vision of the expected achievement; Use an expressive style of speaking
• Consultation
• State the objective; Provide guidance for improvement in an expected proposal
• Involve the person in the action plan; Respond positively to any concerns pertaining to the person
USING CORE TACTICS

• Collaboration
• Help the person implement the proposed change by providing necessary resources
• Apprising
• Explain what could the person gain from the task and how would it help his/her career
• Exchange
• Offer something in exchange like doing a task or favour in return for compliance with a request
• Ingratiation
• Make the person feel that he possesses the special skills needed; Praise his achievements
USING CORE TACTICS

• Legitimating
• Explain that the request is abiding by the official rules and prior agreement
• Personal Appeal
• Ask for help as a colleague making him understand that you are in a difficult situation
• Pressure
• Insist assertively that the person must do the ; Warn about the penalties in case of non-compliance
• Coalition
• Mention that others(especially someone of higher authority) have endorsed the proposal
POWER AND INFLUENCE BEHAVIOUR

Leader Power

Influence Outcomes:
Leader Influence Commitment
Behaviour Compliance
Resistance
THANK YOU