1. Unit 2 - Leadership
Power and Perception

2. Power and Influence Power
The ability to get someone else to do something you want done
To make things happen the way you want
Essential to executive success
Desire to influence and control others for the good of the organization NOT desire to control for personal satisfaction
Positive face of power is the foundation for effective leadership.

3. Turning Power into Influence
To succeed you must acquire all types of power and appropriately use them to achieve goals and pursue a shared vision.
Different outcomes are associated with the use of various power bases
Reliance on rewards, legitimacy and coercion results in temporary compliance
Reliance on expert and referent power is the most enduring influence and creates commitment.

4. Turning Power into Influence
A position of power alone is often insufficient
Personal power is often the difference between leadership success and mediocrity
Ability to influence, keep four points in mind.
There is no substitute for expertise
Likeable personal qualities are very important
Effort and hard work breed respect
Personal behaviour must support expressed values.

5. Turning Power into Influence
Centrality is important:
need a broad network of contacts, avoid becoming isolated, need information flow.
Criticality is important:
must take care of dependents by doing things that add value to work settings.
Visibility is important:
helps to become known as influential in the organization, take part in presentations, task forces and pursue special assignments displaying leadership talents and capabilities

6. Limits to power
A leader’s directives will be followed and true influence achieved IF:
Others truly understand the directive
Others must feel capable to carry out directive
Others must believe directive is in organization’s best interest
Consistent with personal values

7. Power of POSITION Based on things managers can offer to others
Sources of power theoretically held by all managers.

8. Power of Position: Reward Power
Is the ability to influence through rewards
Capability to offer something of value as a means of influencing behaviour
Rewards can include: pay raises, bonuses, promotions, special assignments, and compliments
“If you do what I ask, I’ll give you a reward.”

9. Power of Position: Coercive Power
Ability to influence through punishment
Capacity to punish or withhold positive outcomes as a means of influencing behaviour
Can include: verbal reprimands, pay penalties or termination
“If you don’t do what I want, I’ll punish you.”

10. Power of Position: Legitimate Power
Ability to influence through authority
Capacity to exercise control over subordinates by virtue of one’s position or status
“I am the boss and therefore you are supposed to do as I ask.”

11. Power of the PERSON Based on the ways managers are viewed by others
Comes from unique personal qualities
Invaluable to truly successful managers

12. Power of the Person: Expert Power
influence through special expertise
Developed by acquiring relevant skills or competencies
Maintained by protecting credibility and not overstepping boundaries
“You should do what I want because of my special expertise or information.”

13. Power of the Person: Referent Power
Ability to influence through identification
People admire you and want to identify positively with you
Derived from charisma or interpersonal attractiveness
Developed and maintained through good interpersonal relations that encourage the admiration and respect of others
“You should do what I want in order to maintain a positive self-defined relationship with me.”

14. Power of the Person: Relational Power
Ability to influence through the way they work in groups and foster a team atmosphere

15. Leadership Styles Democratic Autocratic Laissez-Faire
(among many others)

16. Autocratic Leadership
The manager allows subordinates little involvement and discussion before a decision is taken
In businesses, this is often disastrous, since other opinions are ignored and consequently, mistakes made
Directive or Command and Control Style: Leaders tell group members what to do and they expect compliance.
Manipulative: Leader gets their way by scheming ways to get employees to do what is wanted

17. Democratic Leadership
The manager allows subordinates to discuss issues and reach decisions although he will guide and advise
In business, the majority is not always right and this can lead to mistakes
Inclusive
Participative
People-Oriented

18. Laissez-faire The manager does not interfere with subordinates
Pretty much let employees do what they want
This can lead to situations where 'things just happen‘
This can work, but often leads to anarchy