2. Chapter 6
Power and Influence

3. Power and Influence Authority Influence
type of power that a person possesses due to his position
Influence
use of power

4. Myths of Power and Influence
Power and influence are inherently “slimy”
“Rationality” is the best form of influence
Power stems solely from one’s position
Involving others and sharing power weakens your own position
First impressions and good manners are overrated

5. The Sources of Power and Influence
Bases of Power
Reward
Legitimate
Referent
Expert
Coercive

6. Bases of Power Reward power Legitimate power
ability to provide others with rewards they desire in exchange for work you need accomplished
Legitimate power
that which is invested in a role or job position

7. Bases of Power Referent power Expert power Coercive power
stems from another person either admiring you or wanting to be like you
Expert power
person possesses knowledge and skill that someone else requires
Coercive power
power to force someone to do something against their will

8. Question?
What is the tendency to believe, behave and perceive in ways that are consistent with group norms?
Normative justice
Conventional observation
Conformity
Traditionalism
The correct answer is “C” – conformity. See next slide.

9. Norms and Conformity Norms Conformity
a code of conduct about what constitutes acceptable behavior
Conformity
tendency to believe, behave and perceive in ways that are consistent with group norms

10. The Range of Influence Tactics

11. Relative Effectiveness of Tactics
Resistance
Compliance
Commitment

12. Question?
What is the combination of the most effective influence tactics that results in behavior that is “disarmingly charming and engaging manner that inspires confidence, trust, and sincerity”?
Legalistic skills
Political skills
Professionalism
Authority skills
The correct answer is “B” – political skills. See next slide

13. Influence Tactics Political skills
combination of the most effective influence tactics that results in behavior that is “disarmingly charming and engaging manner that inspires confidence, trust, and sincerity”

14. Social Influence Weapons
Principle 1: Friendship/Liking
Ingratiation
Self-enhancement
Enhancing the other

15. Social Influence Weapons
Principle 2: Commitment and Consistency
Foot-in-the-door
Lowballing
Bait-and-switch

16. Social Influence Weapons
Principle 3: Scarcity
Hard to get
Deadline
One-of-a-kind

17. Social Influence Weapons
Principle 4: Reciprocity
Door-in-the-face
That’s not all
Foot-in-mouth

18. Social Influence Weapons
Principle 5: Social proof
Repeated affirmations
Vivid examples
Name-dropping

19. Social Influence Weapons
Principle 6: Appeals to authority
Snob appeal
Appeal to tradition
Appeal to novelty

20. Discussion Question?
Which social influence weapon is the most effective?
Appeals to authority
Social proof
Reciprocity
Scarcity
There is no one best answer. See slides 6-14 – 6-19.

21. Creating Artificial Authority
3 symbols are most dangerous
Titles
Clothing
Automobiles

22. Managing Your Boss
Important to understand your boss’s mindset and see the world through his lens
Communicate in your boss’s preferred style
Understand yourself

23. Communication Strategies
Have a clear vision of your recommendation
Outline both costs and benefits
Ask for input

24. Professionalism: A Source of Trust and Respect
capability of building relationships that bring out the best in people and navigating social situations
Source of trust and respect

25. Building Positive Relationships
Get to know your people – show genuine interest in others
Practice MBWA – Management by Walking Around
Get your hands dirty
Arrive early to work and meetings
Regularly talk a little about yourself
Be authentic
Show appreciation
Under promise and over deliver

26. First Impressions & Introductions
First rule of management etiquette is to understand the power of that good first impression and to be sure to polish your approach
First impression is based on handshake, introductions, and clothing
Learn and use names

27. Building Your Social Network
Important property of power is “the ability to mobilize resources to get things done”
Takes superior persistence, organization, and follow-up

28. Building Your Social Network
Important to have a positive outlook on needing help and about soliciting support
Get beyond your organization and become active in industry or other professional events
Use an organizer to manage the contacts you have made

29. Frequent Relationship Mistakes Managers Make
Taking credit for the work of others
Failing to follow-up on commitments quickly
Trying to show everyone who’s in charge
Refusing to ask for help
Over reliance on title

30. Test Your Influence Quotient
Test your Influence Quotient at