Unit 2 - Leadership Power and Perception

Power and Influence Power The ability to get someone else to do something you want done To make things happen the way you want Essential to executive success Desire to influence and control others for the good of the organization NOT desire to control for personal satisfaction Positive face of power is the foundation for effective leadership.

Turning Power into Influence To succeed you must acquire all types of power and appropriately use them to achieve goals and pursue a shared vision. Different outcomes are associated with the use of various power bases Reliance on rewards, legitimacy and coercion results in temporary compliance Reliance on expert and referent power is the most enduring influence and creates commitment.

Turning Power into Influence A position of power alone is often insufficient Personal power is often the difference between leadership success and mediocrity Ability to influence, keep four points in mind. There is no substitute for expertise Likeable personal qualities are very important Effort and hard work breed respect Personal behaviour must support expressed values.

Turning Power into Influence Centrality is important: need a broad network of contacts, avoid becoming isolated, need information flow. Criticality is important: must take care of dependents by doing things that add value to work settings. Visibility is important: helps to become known as influential in the organization, take part in presentations, task forces and pursue special assignments displaying leadership talents and capabilities

Limits to power A leader’s directives will be followed and true influence achieved IF: Others truly understand the directive Others must feel capable to carry out directive Others must believe directive is in organization’s best interest Consistent with personal values

Power of POSITION Based on things managers can offer to others Sources of power theoretically held by all managers.

Power of Position: Reward Power Is the ability to influence through rewards Capability to offer something of value as a means of influencing behaviour Rewards can include: pay raises, bonuses, promotions, special assignments, and compliments “If you do what I ask, I’ll give you a reward.”

Power of Position: Coercive Power Ability to influence through punishment Capacity to punish or withhold positive outcomes as a means of influencing behaviour Can include: verbal reprimands, pay penalties or termination “If you don’t do what I want, I’ll punish you.”

Power of Position: Legitimate Power Ability to influence through authority Capacity to exercise control over subordinates by virtue of one’s position or status “I am the boss and therefore you are supposed to do as I ask.”

Power of the PERSON Based on the ways managers are viewed by others Comes from unique personal qualities Invaluable to truly successful managers

Power of the Person: Expert Power influence through special expertise Developed by acquiring relevant skills or competencies Maintained by protecting credibility and not overstepping boundaries “You should do what I want because of my special expertise or information.”

Power of the Person: Referent Power Ability to influence through identification People admire you and want to identify positively with you Derived from charisma or interpersonal attractiveness Developed and maintained through good interpersonal relations that encourage the admiration and respect of others “You should do what I want in order to maintain a positive self-defined relationship with me.”

Power of the Person: Relational Power Ability to influence through the way they work in groups and foster a team atmosphere

Leadership Styles Democratic Autocratic Laissez-Faire (among many others)

Autocratic Leadership The manager allows subordinates little involvement and discussion before a decision is taken In businesses, this is often disastrous, since other opinions are ignored and consequently, mistakes made Directive or Command and Control Style: Leaders tell group members what to do and they expect compliance. Manipulative: Leader gets their way by scheming ways to get employees to do what is wanted

Democratic Leadership The manager allows subordinates to discuss issues and reach decisions although he will guide and advise In business, the majority is not always right and this can lead to mistakes Inclusive Participative People-Oriented

Laissez-faire The manager does not interfere with subordinates Pretty much let employees do what they want This can lead to situations where 'things just happen‘ This can work, but often leads to anarchy