Leadership and Power AGED 3153

Thought for the day… “The key to successful leadership today is influence, not authority.” “The key to successful leadership today is influence, not authority.” ~ Kenneth Blanchard

Overview Leadership and power Leadership and power Kinds, uses and results Kinds, uses and results Influence Influence

Leadership & Power Power is the capacity or potential to influence Power is the capacity or potential to influence People have power when they have the ability to affect others’ People have power when they have the ability to affect others’ Beliefs Beliefs Attitudes Attitudes Courses of action Courses of action

Power Proper exercise of power is good Proper exercise of power is good used to benefit the collective goal used to benefit the collective goal To gain power or function within an organization, we need to understand types of power and their sources. To gain power or function within an organization, we need to understand types of power and their sources.

Major kinds of organizational power Position Position Derived from office or rank in formal system Derived from office or rank in formal system Vice-President, Lead person, Farm Foreman Vice-President, Lead person, Farm Foreman Personal Personal Derived from followership Derived from followership Based on relationships Based on relationships

Bases of Social Power French & Raven (1959) Position Reward if you fulfill a request; I will award you something Legitimate power because of holding a title Coercive ability to administer unwanted things or withhold things Personal Referent built or emotionally based personal approval Expert have the knowledge, information and expertise

Coercion The use of force to effect change The use of force to effect change via the manipulation of rewards and penalties via the manipulation of rewards and penalties use of threats, punishments & negative rewards use of threats, punishments & negative rewards Power & restraint used to force followers to engage in extreme behavior Power & restraint used to force followers to engage in extreme behavior

Examples of Coercive Leaders Adolf Hitler Adolf Hitler Jim Jones Jim Jones David Koresh David Koresh

Jim Jones Jim Jones’ power Jim Jones’ power Jim Jones’ power Jim Jones’ power News cast News cast News cast News cast

Influence The ability to affect the behavior of others in a particular direction (Cohen, Fink, Gadon & Willits, 1992 p. 139) The ability to affect the behavior of others in a particular direction (Cohen, Fink, Gadon & Willits, 1992 p. 139) Leadership is an Influence process Leadership is an Influence process Leaders are influential only when they exercise power. Leaders are influential only when they exercise power. Leaders must acquire and use power to influence others. Leaders must acquire and use power to influence others.

Model of Power & Influence A leader's influence behavior has a direct impact on how the target responds to the influence attempt There are three possible outcomes Commitment Compliance Resistance (Yukl & Taber, 1983)

Model of Power & Influence Commitment 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.

Model of Power & Influence Compliance 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.

Model of Power & Influence Resistance 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.

Model of Power & Influence Power and influence interact to determine how much influence a leader has with people. Power and influence interact to determine how much influence a leader has with people. Involves: Involves: The situation The situation Leader’s traits (self-confidence, extroversion) Leader’s traits (self-confidence, extroversion) Leader’s personal & position power Leader’s personal & position power Reaction of target (follower or superior) Reaction of target (follower or superior) Perceived relevance of influence request Dubrin, p. 232 Perceived relevance of influence request Dubrin, p. 232

A Model of Power and Influence (4 th ed.)

Model of Power & Influence 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.

12 Ethical & Honest Tactics Leading by example Using rational persuasion Developing a reputation as a subject matter expert Exchanging favors and bargaining Getting network members to support your position Legitimating a Request Making an inspirational appeal and emotional display Displaying personal magnetism Consulting Forming coalitions Being a team player Practicing hands-on leadership

Dishonest and Unethical Tactics The more unethical and devious tactics: Deliberate Machiavellianism Gentle manipulation of people and situations Undue pressure Game playing The five borderline influence tactics: Debasing oneself to gain advantage Upward appeal Silent treatment Ingratiation Joking and kidding  Divided into two groups: clearly unethical and borderline.

Becoming an Empowering Leader 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.

Becoming an Empowering Leader 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)

How much power should a leader have?

Summary Power and influence are important tools for leaders Power and influence are important tools for leaders 5 bases of power 5 bases of power 12 honest and ethical influence tactics 12 honest and ethical influence tactics 9 dishonest and ethical influence tactics 9 dishonest and ethical influence tactics Certain tactics are more effective Certain tactics are more effective Sequencing of influence tactics is another important consideration Sequencing of influence tactics is another important consideration

References Bass, B. (1990). Bass & Stodgill’s Handbook of leadership: Theory research, and managerial applications. 3 rd Ed. NY: Free Press Cohen, A., Fink. S. Gadon, H & Willits, R. (1992) Effective behavior in organizations. Homewood, IL: Irwin. Dubrin, A. (2004). Leadership: Research, findings, practice and skills. NY: Houghton Mifflin. French, J. R. & Raven, B. (1959). Bases of social power. In Dorwin Cartwright, Ed. Studies in social power. Ann Arbor, MI: Institute ffor Social Research Pfeffer, J. (1981). Power in organizations. Marshfield, MA: Pitman. Yukl, G. & Falbe, C. (1990). Influence tactics and objectives in upward, downward, and lateral influcence attempts. Journal of Applied Psychology. April, p Yukl, G. & Taber, T. The effective use of managerial power, Personnel, March –april Yukl, G. & Tracey, B. (1992) Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, August, 526. Northouse, P. (2007). Leadership Theory and Practice. 4 th Ed. CA: Sage