1 1 Power and Influence

2 2 “You do not lead by hitting people over the head -- that’s assault, not leadership.” Dwight D. Eisenhower

3 3 Overview  Power vs. Influence  Sources of Power  Transforming Power into Influence  Case Study (OTS only)

4 4 Power Defined The capacity to produce effects on others

5 5 Influence Defined The degree of actual change as a result of power

6 6 Expert Power  Is the power of knowledge  Followers can have more expert power than leaders in certain situations Example: Leader new to unit

7 7 Referent Power  Refers to the influence one has due to the strength of the relationship between the leader and the followers  Often takes time to develop Example: Followers admire and respect the leader

8 8 Legitimate Power  One’s formal or official authority Example: Authority you have due to your rank

9 9 Reward Power  The potential to influence others due to one’s control over desired resources Examples: OPRs, EPRs, PRFs, awards and decorations, Officer/Enlisted/Civilian of the Quarter Award

10 10 Coercive Power  The potential to influence others through the administration of negative sanctions Examples: LORs, LOCs, Article 15s, Courts-martial

11 11 Influence Strategies  The Three R’s Retribution Reciprocity Reason  Can be manipulative, inappropriate or dishonest  Knowing about these makes you aware of their use by others

12 12 Retribution: Pros & Cons Produces immediate effect Follows manager specifications Creates resistance, resentment, alienation Stifles initiative and innovation Use sparingly; reserve for crisis

13 13 Reciprocity: Pros & Cons  Get results without resentment  Both parties benefit  Don’t have to justify actions  Requires trust  History may catch up  Subordinates expect negotiation for every request  Undercuts group commitment

14 14 Reason: Pros & Cons  Higher form of compliance  Relies on commitment to group principles  Seen as highly effective  Low levels of stress  High level of job satisfaction  Demonstrate that you will not use coercion and intimidation  Takes time to build trust and understanding  More people and more time

15 15 Upward Influence  Influence on a superior  Influence to shield subordinates from distraction from getting job done  Strengthens your power base  Must sell the issue of concern to superiors Must be important to you and the boss Important enough to require attention

16 16 Trickle-Up Influence  Necessary because of decentralization of today’s workplace.  Superiors need to be informed.  Speak up - talk about good ideas to superiors  Team up - gather allies for credibility  Lead up - display open-mindedness, support, trust  Be straightforward

17 17 Power for Effective Leadership  Establish power through personal attributes  Transform power into influence using Retribution Reciprocity Reason  Use power to engender trust  Emphasize reciprocity and reason  Use retribution in crises  Influence flows downward and upward  Motivation for upward influence should be for good of group, not personal ambition

18 18 Case Study

19 19 Summary  Power vs. Influence  Sources of Power  Transforming Power into Influence  Case Study (OTS only)

20 20 A Good Thought “ Whoever knows how to restrain and effectively release power finds... that power flows back to him.” A. Bartlett Giamatti

21 21 A Better Thought “ Leaders who share their power and their time can accomplish extraordinary things. The best leaders understand that leadership is the liberation of talent; hence they gain power not only by constantly giving it away, but also by not grabbing it back.” MG Perry Smith, “Learning to Lead” Marine Corps Gazette, Jan 1997