1. Power & Influence

2. Overview Power vs. Influence Sources of Power
Transfer Power into Influence
Three R’s
Upward Influence
Case Study (OTS Only)

3. Power vs. Influence Power - capacity to produce effects on others
Influence -the change in attitudes, values, beliefs, or behavior as a result of power

4. Expert Power Is the power of knowledge
Followers can have more expert power than leaders in certain situations
Example: Leader new to unit

5. Referent Power
Refers to the influence one has due to the strength of the relationship between the leader and the followers
Often takes time to develop
Example: Followers admire and respect the leader 5

6. Legitimate Power One’s formal or official authority
Example: Authority you have due to your rank 4

7. Reward Power
The potential to influence others due to one’s control over desired resources
Examples: OPRs, EPRs, PRFs, awards and decorations, Officer/Enlisted/Civilian of the Quarter Award 4

8. Coercive Power
The potential to influence others through the administration of negative sanctions
Examples: LORs, LOCs, Article 15s, Courts-martial 4

9. Transform Power into Influence
Three R’s
Retribution
Reciprocity
Reason
Persuasive
Manipulative
Upward Influence

10. Transfer Power into Influence
Three R’s
Retribution: threatening
Direct - explicit threat of punishment (coercion)
Indirect - threat is implied rather than stated (intimidation)
Pros
Produce immediate effect
Follows manager specification
Cons
Creates resistance, resentment, & alienation
Stifles initiative & innovation
Effective managers use this sparingly; reserve for crisis

11. Transfer Power into Influence
Three R’s
Reciprocity: compliance by satisfying the needs of both parties (favors thru social obligations)
Pros
Results w/o resentment
Both parties benefit
Don’t have to justify actions (bargain)
Cons
Requires trust
Expect negotiations for requests
Undercuts group commitment

12. Transfer Power into Influence
Three R’s
Reason: articulation of the concept; subordinates recognize the value of the plan
Pros
Higher compliance
Commitment to group principles
Superiors rate highly effective
Low levels of stress
High job satisfaction
Cons
Takes time to build trust
More people involved, longer it takes

13. Transfer Power into Influence
Three R’s
Reason: articulation of the concept; subordinates recognize the value of the plan
Persuasion
Explicit, direct, and respects the judgment/ability of the subordinate
Manipulation
based on disrespect subordinates’ abilities and a lack of trust in their judgment
Reasoning entails two forms: Persuasion and manipulation.

14. Transfer Power into Influence
Upward Influence
Influence on superior
Shield subordinates from distractions
Strengthens manager’s power base
Issue Selling: convince boss issue requires attention
Trickle-Up Influence
The three R’s largely assumes you exert influence on a peer or subordinate. What about the influence of the subordinate on the boss? It is important to underscore the merits of managers who use their power to benefit their subordinates by exerting upward influence.
Trickle-Up Leadership
- Necessary because of decentralization of today’s workplace.
- Superiors need to be informed.
- Speak up - talk about good ideas to superiors
- Team up - gather allies for credibility
- Lead up - display open-mindedness, support, trust
- Be straightforward

15. Transfer Power into Influence
Upward Influence
Trickle-Up Influence
Necessary because of decentralization of today’s workplace
Superiors need to be informed
Speak up - talk about good ideas to superiors
Team up - gather allies for credibility
Lead up - display open-mindedness, support, trust
Be straightforward

16. Interim Summary Establish power thru personal attributes (pp. 177-181)
Transform power into influence using Three R’s
Use power to engender trust
Emphasize reciprocity & reason
Use retribution in crisis
Influence flows up & down chain
Upward influence should be for good of group, not personal ambition

17. Case Study

18. Summary Power vs. Influence Sources of Power
Transfer Power into Influence
Three R’s
Upward Influence
Case Study (OTS Only)

19. A Good Thought
“ Whoever knows how to restrain and effectively release power finds that power flows back to him.”
A. Bartlett Giamatti

20. A Better Thought
“ Leaders who share their power and their time can accomplish extraordinary things. The best leaders understand that leadership is the liberation of talent; hence they gain power not only by constantly giving it away, but also by not grabbing it back.”
MG Perry Smith, “Learning to Lead”
Marine Corps Gazette, Jan 1997