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Power and Influence

This document discusses power, influence, and strategies for gaining power and influence. It defines power as the ability to cause others to do something they otherwise might not, while influence is the process of changing others' attitudes and behaviors. Having power alone is not sufficient for change; influence requires using power through strategies like expertise, information, or appealing to others' values. The document outlines appropriate and abusive uses of power and influence tactics like rational persuasion, consultation, and inspiration appeal that can change attitudes and gain commitment, versus pressure and manipulation which mainly gain compliance.

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vphani11
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291 views20 pages

Power and Influence

This document discusses power, influence, and strategies for gaining power and influence. It defines power as the ability to cause others to do something they otherwise might not, while influence is the process of changing others' attitudes and behaviors. Having power alone is not sufficient for change; influence requires using power through strategies like expertise, information, or appealing to others' values. The document outlines appropriate and abusive uses of power and influence tactics like rational persuasion, consultation, and inspiration appeal that can change attitudes and gain commitment, versus pressure and manipulation which mainly gain compliance.

Uploaded by

vphani11
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Gaining Power and Influence

Power: The capacity of one person or group to cause another person or group to do something that they otherwise might not have done. Having personal or positional resources to change situations or peoples attitudes & behaviors
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Influence
Influence is the process by which people successfully persuade others to follow their advice, suggestions, or orders. Influence is the use of power to bring about change

Power vs. influence

Power is not sufficient to result in behavioral or attitudinal change


i.e., it is the potential/ability to change

Influence is the process of changing


e.g., Need to have the ability or opportunity to use expertise or information that one has control over to change others/events
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Use and Abuse of Power


Use--Powerful Mangers
Intercede favorably on behalf of someone in trouble Effective in representation Get approval for expenditures beyond the budget Get items on and off the agenda at policy meetings Maintain influence by regular, frequent contact with top decision makers

AbusePowerful managers are Insensitive to others &


selfish oriented Use people & abandon them when expedient Betray trust when expedient Cold, aloof, and arrogant Arbitrary & capricious Delegate without support Shift blame for errors of omissions & commissions 5

High vs. Low Power Members


High
Make more influence attempts Devalue performance of low power groups Attribute low power efforts to their influence, not internal motivation Inattentive to low power communication Reject demands for change More likely to stereotype
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High vs. Low Power Members Low


Strongly attempt to understand and predict high power behavior. Attraction to and fear of high power Stifle public criticism of high power Expectation of exploitation

Bases of Power
Formal individual power is the power that stems from a persons position in an organizations hierarchy. Informal individual power is the power that stems from personal characteristics.
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Sources of Formal Power


Legitimate: The power to control and use organizational resources to accomplish organizational goals. Reward: The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates. Coercive: The power to give or withhold punishment, such as suspension, termination, or even the withholding of praise and goodwill. Information: The power that stems from access to and control over information.
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Sources of Informal Power


Expert: Informal power that stems from superior ability or expertise. Referent: Informal power that stems from being liked, admired, and respected. Charismatic: An intense form of referent power that stems from an individuals personality or physical or other abilities, which induce others to believe in and follow that person.

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MOST LIKELY OUTCOMES OF LEADER POWER & INFLUENCE


RESISTANCE
COERCIVE

COMPLIANCE
LEGITIMATE REWARD

COMMITMENT
EXPERT REFERENT

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GUIDELINES FOR USING POWER


EXPERT POWER
ACT CONFIDENT AND DECISIVE KEEP INFORMED DONT THREATEN SUBORDINATES SELF-ESTEEM BE APPROACHABLE WILLING TO SHARE YOUR KNOWLEDGE WITH OTHERS TREAT SUBORDINATES FAIRLY DEFEND SUBORDINATES INTERESTS BE SENSITIVE TO SUBORDINATES NEEDS & FEELINGS BE CORDIAL, POLITE, AND CONFIDENT MAKE APPROPRIATE REQUESTS FOLLOW PROPER CHANNELS EXERCISE POWER REGULARLY AND ENFORCE COMPLIANCE VERIFY COMPLIANCE AND ACCOMPLISHMENTS OFFER REWARDS FOR DESIRED ACTIONS AND BEHAVIORS OFFER CREDIBLE REWARDS THAT ARE DESIRED BY SUBORDINATES INFORM SUBORDINATES OF RULES AND PENALTIES UNDERSTAND THE SITUATION BEFORE ACTING & WARN BEFORE PUNISHING ADMINISTER PUNISHMENT CONSISTENTLY & PUNISH IN PRIVATE

REFERENT POWER

LEGITIMATE POWER

REWARD POWER

COERCIVE POWER

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Nine influence tactics likely to be relevant to a managers effectiveness

Rational Persuasion Inspirational appeal Consultation Ingratiation Exchange

Personal Appeal Coalition Legitimating Pressure

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Definition of Influence tactics


Rational Persuasion
The agent uses logical arguments and factual evidence to persuade the target that a proposal or request is viable and likely to result in the attainment of task objectives.

Inspirational appeal
The agent makes a request or proposal that arouses target enthusiasm by appealing to target values, ideals, and aspirations or by increasing target self-confidence.

Consultation
The agent seeks target participation in planning a strategy, activity, or change for which target support and assistance are desired, or is willing to modify a proposal to deal with target concerns and suggestions.

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Definition of Influence tactics


Ingratiation
The agent uses praise, flattery, friendly behavior, or helpful behavior to get the target in a good mood or to think favorably of him or her before asking for something.

Exchange
The agent offers an exchange of favors, indicates willingness to reciprocate at a later time, or promises a share of the benefits if the target help accomplish a task.

Personal Appeal
The agent appeals to target feelings of loyalty and friendship toward him or her when asking for something.

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Definition of Influence tactics


Coalition
The agent seeks the aid of others to persuade the target to do something, or uses the support of others as a reason for the target to agree also.

Legitimating
The agent seeks to establish the legitimacy of a request by claiming the authority or right to make it, or by verifying that it is consistent with organizational policies, rules, practices, or traditions.

Pressure
The agent uses demands, threats, frequent checking, or persistent reminders to influence the target to do what he or she wants.

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Types of Power & Types of Influence Tactics

Legitimate

Coercive Reward

Referent

Expert

Inspirational Appeals

Appeals to authority

Pressure Exchange Tactics benefits

Rational Persuasion
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What tactics are most likely to change followers attitude?

Tactics that create favorable follower attitude.


Consultation, inspirational appeal, rational persuasion.

Tactics that result in compliance without changing attitudescoercion and manipulation.


Pressure, legitimating, some coalition building
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Which tactics are most likely to influence task commitment


Consultation, inspirational appeal and rational persuasion moderately effective regardless of direction Pressure, coalition and legitimating usually ineffective. (used when resistance is anticipated) Ingratiation and exchange moderately effective influencing peers and subordinates and ineffective with superiors (not good with weak power bases)
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Thank You

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