1. Chapter 7
Power and Influence

2. Learning Objectives
Understand how position and personal attributes can be a source of power for leaders
Understand the process by which power is acquired or lost in organizations
Understand the consequences of power for leadership effectiveness

3. Learning Objectives (Cont.)
Understand some of the psychological processes that explain how leaders influence people
Understand the different types of influence tactics used in organizations
Understand how proactive tactics are typically used in influence attempts with subordinates, peers, or superiors
Understand the relative effectiveness of different proactive tactics

4. Conceptions of Power and Influence
Power – Capacity of one party to influence another party
Authority – The rights, prerogatives, obligations, and duties associated with particular positions in an organization or social system

5. Outcomes of Influence Attempts
Commitment – The target person internally agrees with a decision or request and makes a great effort to carry out the request
Compliance – The target person is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort
Resistance – The target person is opposed to the proposal or request and actively tries to avoid carrying it out

6. Types of Resistance Refuse to carry out the request
Make excuses about why the request cannot be carried out
Try to persuade the agent to withdraw or change the request
Ask higher authorities to overrule the agent’s request
Delay acting in the hope that the agent will forget about the request
Make a pretense of complying but try to sabotage the task.

7. Influence Processes
Instrumental Compliance – The target person carries out a requested action for the purpose of obtaining a reward or avoiding punishment
Internalization – The target person becomes committed to supporting and implementing the agent’s proposals because they appear to be intrinsically desirable and correct
Personal Identification – The target person imitates the agent’s behavior or adopts the same attitudes to please the agent and to be like the agent

8. Power Types and Sources
Table: French and Raven Power Taxonomy

9. Different Types of Power

10. Guidelines for Using Legitimate Authority
Make polite, clear requests
Explain the reasons for a request
Do not exceed your scope of authority
Verify authority if necessary
Follow proper channels
Follow up to verify compliance
Insist on compliance if appropriate

11. Guidelines for Using Reward Power
Offer the type of rewards that people desire
Offer rewards that are fair and ethical
Do not promise more than you can deliver
Explain the criteria for giving rewards and keep it simple
Provide rewards as promised if requirements are met
Use rewards symbolically (not in a manipulative way)

12. Guidelines for Using Coercive Power
Explain rules and requirements, and ensure that people understand the serious consequences of violations
Respond to infractions promptly and consistently without showing favoritism to particular individuals
Investigate to get the facts before using reprimands or punishment, and avoid jumping to conclusions or making hasty accusations
Except for the most serious infractions, provide sufficient oral and written warnings before resorting to punishment
Administer warnings and reprimands in private, and avoid making rash threats

13. Guidelines for Using Coercive Power (Cont.)
Stay calm and avoid the appearance of hostility or personal rejection
Express a sincere desire to help the person comply with role expectations and thereby avoid punishment
Invite the person to suggest ways to correct the problem, and seek agreement on a concrete plan
Maintain credibility by administering punishment if noncompliance continues after threats and warnings have been made
Use punishments that are legitimate, fair, and commensurate with the seriousness of the infraction

14. Ways to Acquire and Maintain Referent Power
Show acceptance and positive regard
Act supportive and helpful
Use sincere forms of ingratiation
Defend and back up people when appropriate
Do unsolicited favors
Make self-sacrifices to show concern
Keep promises

15. Ways to Use and Maintain Expert Power
Explain the reasons for a request or proposal and why it is important
Provide evidence that a proposal will be successful
Do not make rash, careless, or inconsistent statements
Do not lie, exaggerate, or misrepresent the facts
Listen seriously to the person’s concerns and suggestions
Act confident and decisive in a crisis

16. How Power is Acquired or Lost
Social Exchange Theory – Power based on exchange of benefits or favors
Acquired
Control over scarce resources
Access to vital information
Skill in dealing with critical problems
Accumulated idiosyncratic credits
Innovative proposals
Lost
Pursuing selfish motives
Innovation (if leads to failure)
How serious the failure is
Amount of status

17. How Power is Gained or Lost
Strategic Contingencies Theory
Expertise in coping with important problems
Centrality of the subunit within the workforce
Extent to which the subunit’s expertise is unique rather than substitutable

18. Power Consequences of Position and Personal Power
Personal power positively correlated to satisfaction and performance
Position power non-significant or negative relationship with satisfaction and performance
All types of power can be effective in gaining limitations of power studies

19. Power (Cont.) How Much Power Should Leaders Have?
Depends on the what needs to be accomplished and the leader’s skill in using the power
Depends on the situation
Too much power may be as dangerous as not enough power

20. Influence Tactics General Types of Influence Tactics
Impression Management Tactics: Intended to influence people to like the agent or to have a favorable evaluation of the agent
Political Tactics: Used to influence organizational decisions or otherwise gain benefits for an individual or group
Proactive Influence Tactics: Have an immediate task objective
Reactive Influence Tactics: Used to resist an unwanted influence attempt or to modify the agent’s request to be more acceptable

21. Research to Identify Proactive Tactics
Kipnis, Schmidt, and Wilkinson: Preliminary taxonomy
Schriesheim & Hinkin: Profiles of Organizational Influence Strategies (POIS)
Yukl & Colleagues: Influence Behavior Questionnaire

22. Comparison Between POIS & IBQ
Table: Comparison of Influence Tactics Found in Two Research Programs

23. Influence Tactics (Cont.)
Table: Definition of the 11 Proactive Influence Tactics

24. Power and Influence Behavior
Figure: Effects of Agent Power and Influence Behavior on Influence Outcomes.

25. Use and Effectiveness of Influence Tactics
Table: Summary of Findings for Proactive Influence Tactics

26. Guidelines for Using Core Tactics
Table: Ways to Use the Core Tactics

27. Guidelines for Using Supplementary Tactics

28. Guidelines for Using Supplementary Tactics (Cont.)

29. Proactive Influence Tactics
Effectiveness of Tactic Combinations
Reactive Combinations
Ethical Use of Influence Tactics
Limitations of Research on Proactive Influence Tactics

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