1. MGT 450 Spring 2017 Class 16 Chapter 8
Power and Influence Tactics

2. Power vs. Authority Power:
Usually used to describe the absolute capacity of an individual (the agent) to influence the behavior or attitudes of one or more designated persons (the target) at a given point in time;
It involves the capacity of one party to influence another party
It also refers to potential influence over things or events as well as attitudes and behaviors
Authority:
Involves the rights, prerogatives, obligations, and duties associated with particular position in an organization
The authority person has the right to make requests (e.g. work rules, work assignments) and the target person has a duty to obey

3. SCOPE OF AUTHORITY
The range of requests that can be properly made and the range of actions that can be properly taken. Frequently dependent upon the influence needed to accomplish role requirements and organizational objectives.

4. SEVEN TYPES OF POWER POSITION / FORMAL POWER PERSONAL POWER
Legitimate power 6. Referent Power
Reward power Expert Power
Coercive power
Information (Network) Power
Ecological Power

5. SEVEN TYPES OF POWER SOURCES
Legitimate Power
The leader has Legitimate Power from the formal authority vested in him/her over work activities, e.g.
Owners Coach Police Professor
Management Players Citizens Students
Workers
Power comes when employees recognize the authority of the individual.

6. Guidelines For Using Legitimate Authority
Make polite, clear requests
Explain the reasons for the request
Don’t exceed your scope of authority
Verify authority if necessary
Follow up to verify compliance
Insist on compliance if appropriate

7. SEVEN TYPES OF POWER SOURCES
2. Reward power
Reward power is the perception by the subordinate that his/her boss controls certain resources and rewards desired by the subordinate. It is conveyed by rewarding individuals for compliance with the manager's wishes, e.g.:
Bonus Raises Promotion Extra time off from work Praise
E.g. The supervisor who provides employees compensatory time off when they meet an objective she sets for a project. (provided it meets appropriate labor laws regarding comp time.)
KEY POINT: To be effective, the reward must be perceived as valuable to the employee, e.g. Millennial = Day care or Gym assistance vs. Baby Boomer = improvements in pension schemes or retiree health care.

8. Guidelines For Using Reward Power
Offer the type of rewards that people desire (one size does not fit all)
Offer rewards that are fair and ethical
Don’t promise more than you can deliver (under-promise vs. over- deliver)
Explain the criteria for giving rewards and keep is simple (K.I.S.S.)
Provide rewards as promised if requirements are met
Use rewards symbolically (not in a manipulative way)

9. SEVEN TYPES OF POWER SOURCES
Coercive power
Based on authority over punishments
It is conveyed through, e.g.
Fear of losing one’s job
Being demoted
Receiving a poor performance review
Having prime projects taken away, etc.
This power is achieved through threatening others. 
E.g. The VP of Sales who threatens sales folks to meet their goals or be replaced.
NOTE: US employment laws discourage this type of power because of the potential to be racist, sexist, or otherwise discriminatory

10. 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
Investigate to get facts before using reprimands or punishments
Except for serious infractions, provide sufficient oral and written warnings in private
Express a sincere desire to help the employee comply with role expectations and thereby avoid punishment
Invite the employee to suggest ways to correct the problem

11. SEVEN TYPES OF POWER SOURCES
4. Information / Knowledge Power
A form of power that is based on controlling the information needed by others in order to reach an important goal. May also increase a subordinate’s dependence
Information power activities, e.g.
Selective editing of reports
Denying access without proper authority (Librarian)
Denying information based upon the assumption of personal information (e.g. salaries, bonuses, personal data, performance reviews) (Human Resources functions)
Need to know basis
Fulfilling security protocols

12. Guidelines For Using Information / Knowledge Power
Understand what the information requested is being used for
Insure this information can be shared appropriately
Don’t hoard knowledge for the sake of power

13. SEVEN TYPES OF POWER SOURCES
5. Ecological (Physical environment) Power
Control over the physical environment, technology, and organization of the work provides an opportunity for indirect influence over other people
Since behavior is determined, in part, by perceptions of opportunities and constraints, it can be altered in subtle ways by rearranging the situation
Used to modify the design of subordinate jobs to increase situational motivation
(Job enrichment)
E.g. - Workflow design and layouts of physical facilities

14. Guidelines For Using Ecological Power
Evaluate the physical environment & technology,
Evaluate the organization of the work, e.g. Workflow design, layout of the physical facilities
Determine who interacts with whom
Modify where practical

15. SEVEN TYPES OF POWER SOURCES
6. Referent power
Referent power is derived from the desire of others to please a leader towards whom they have strong feelings of affection, admiration, loyalty.
It is based on the charisma and interpersonal skills of the power holder.
A person may be admired because of specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here the person under power desires to identify with these personal qualities (personal identification) , and gains satisfaction from being an accepted follower.
Examples: John F. Kennedy, Pope John Paul II, Steven Jobs, Donald Trump (?), Hillary(?)

16. Guidelines For Using Referent Power
Lead by example (role modeling)
Use sincere forms of ingratiation (flattery)
Show acceptance and positive respect
Be supportive and helpful

17. Ways To Gain And Use Referent Power
Show acceptance and positive regard
Be supportive and helpful
Keep promises and commitments
Lead by example
Explain the personal importance of a request

18. SEVEN TYPES OF POWER SOURCES
7. Expert Power
Expert power comes from one’s experiences, skills or knowledge.
As we gain experience in particular areas, and become thought leaders in those areas, we begin to gather expert power that can be utilized to get others to help us meet our goals. 
E.g.
- Project Manager who is an expert at solving particularly challenging problems to ensure a project stays on track.
Doing your own taxes vs. a CPA

19. Guidelines For Using Expert Power
Don’t make rash, careless or inconsistent statements
Listen seriously to the person's concerns & suggestions
Act confident and decisive in a crisis
Explain reasons for a request or proposal and why it is important

20. Ways To Use And Maintain Expert Power
Explain the reasons for the request or proposal and why it is important
Provide evidence that the proposal will be successful
Don’t lie, exaggerate or mis-represent the facts
Act decisive and confident in a crisis

21. Proactive Influence Tactics
Behavior used intentionally to gain acceptance of a request or support for a proposal

22. 11 Proactive Leadership Influence Tactics P. 202
Rational persuasion Apprising Inspirational appeals Consultation Collaboration Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure

23. 11 Pro-active Influence Tactics
Rational persuasion – Uses logical arguments and factual evidence to show that it is feasible and relevant for attaining important task objectives Apprising – Explains how carrying out a request or supporting a proposal will benefit the target personally or advance the target person’s career Inspirational appeals – Appeal to values and ideals or seeks to arouse the person’s emotions to gain commitment for a request or proposal Consultation – Encourages the target to suggest improvements in a proposal or help plan an activity for which the target person' support and assistance is desired.

24. 11 Pro-active Influence Tactics
Collaboration – Offer to provide relevant resources and assistance is the target will carry out a request or approve a proposed change
Ingratiation – uses praise and flattery before or during an influence attempt
Personal Appeals – asking to carry our a request or support a proposal out of friendship – also asking a personal favor before describing what the favor is
Exchange – offer of an exchange or incentive of value to persuade the other persons to support or agree on the change

25. 11 Pro-active Influence Tactics
Coalition tactics – Seeks the aid of, or support of, others as a reason for the target to agree
Legitimate tactics – Seeks to establish the legitimacy of the request or to verify authority to bake it by referring to rules, contracts, or precedents
Pressure – use of demands, threats, frequent checking or persistent reminders

26. Consequences of Power Effective Leaders:
Have more expert and referent power
Rely on personal power more than position power
Have a moderate amount of position power
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

27. Consequences of Power (Cont.)
Position power is an important source of influence
Position power can enhance personal power
Control over information complements expert power
Reward power facilitates deeper exchange relationships
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

28. Consequences of Power (Cont.)
Some coercive power is necessary to support legitimate and expert power
Coercive power is needed to restrain disruptive influences
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

29. Generally Successful Core Tactics
Rational persuasion
Consultation
Collaboration
Inspirational appeals
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

30. Using Influence Tactics
Guidelines are suggestions and not prescriptions
Situational analysis for tactical feasibility
Determine best form of tactics to use
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

31. Practical Power Exercise
In your teams you are to discuss scenarios when this power is appropriate and when this power is inappropriate. You should consider personal situations that you have experienced: Team 1 = Legitimate power Team 2 = Reward power Team 3 = Coercive power Team 4 = Information power Team 5 = Referent power Team 6 = Expert power