1. Leadership and Power Chapter 5

2. If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out all right. But when he thinks that he is the cause of the power, that can be his ruination. If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out all right. But when he thinks that he is the cause of the power, that can be his ruination. Harry S. Truman Harry S. Truman

3. Bennis and Nanus “Power is…the capacity to translate intention into reality and sustain it. Leadership is the wise use of this power….Vision is the commodity of leaders and power is their currency.” “Power is…the capacity to translate intention into reality and sustain it. Leadership is the wise use of this power….Vision is the commodity of leaders and power is their currency.”

4. Five Primary Sources of Power Coercive Power Coercive Power Reward Power Reward Power Legitimate Power Legitimate Power Expert Power Expert Power Referent Power Referent Power

5. Coercive Power Is based on the right to administer punishment or give negative reinforcements. Is based on the right to administer punishment or give negative reinforcements. Most effective when followers are aware of expectations and warned Most effective when followers are aware of expectations and warned User must follow through User must follow through

6. Coercive Power Benefits Effective for gaining obedience Effective for gaining obedience Appropriate for disciplinary actions Appropriate for disciplinary actions Achieves quick results Achieves quick resultsCosts Drains physical and emotional energy Drains physical and emotional energy Lowers task satisfaction of followers Lowers task satisfaction of followers

7. Reward Power User must be able to deliver something of value User must be able to deliver something of value Must be something the follower desires Must be something the follower desires Be specific about behavior being rewarded Be specific about behavior being rewarded

8. Reward Power Benefits Culturally sanctioned Culturally sanctioned Focuses attention on group priorities Focuses attention on group priorities Effective for gaining obedience Effective for gaining obedience Boosts short-term performance Boosts short-term performanceCosts Lower task satisfaction than with expert and referent power Lower task satisfaction than with expert and referent power Not consistently linked with high task performance Not consistently linked with high task performance Escalating financial and material costs to provide ever-greater tangible rewards Escalating financial and material costs to provide ever-greater tangible rewards Ineffective or destructive if rewards are not desirable or attractive or if the wrong person is rewarded Ineffective or destructive if rewards are not desirable or attractive or if the wrong person is rewarded

9. Kohn’s Reward Power Research Reward flip side of punishment Reward flip side of punishment Does not appear to produce a lasting change Does not appear to produce a lasting change Rewards fail because: Rewards fail because: PunishPunish Rupture relationshipsRupture relationships Ignore reasonsIgnore reasons Discourage risk takingDiscourage risk taking Undermine intrinsic motivationUndermine intrinsic motivation

10. Legitimate Power Is connected to the position held Is connected to the position held Is dependent upon the importance of the position held Is dependent upon the importance of the position held May only work if used for valid requests May only work if used for valid requests

11. Legitimate Power Benefits Culturally sanctioned Culturally sanctioned Incorporates weight of the entire organization Incorporates weight of the entire organization Effective for gaining obedience Effective for gaining obedience Helps large organizations function efficiently Helps large organizations function efficientlyCosts Lowers follower task performance Lowers follower task performance Lowers follower task satisfaction Lowers follower task satisfaction May become less effective over time May become less effective over time

12. Expert Power Based upon the person not the position Based upon the person not the position Influential because they provide information/skills Influential because they provide information/skills Important in our culture Important in our culture

13. Expert Power Benefits High follower task satisfaction High follower task satisfaction High follower task performance High follower task performance Drains little if any, emotional energy from the user Drains little if any, emotional energy from the userCosts Takes a long time to develop Takes a long time to develop Must possess the necessary knowledge and skills Must possess the necessary knowledge and skills Not as effective in gaining obedience as coercion, reward or legitimate power Not as effective in gaining obedience as coercion, reward or legitimate power May not be effective if followers do not share the leader’s goals May not be effective if followers do not share the leader’s goals

14. Referent Power Role model power Role model power Followers allow this type of influence because of affection, esteem, and respect for the other person Followers allow this type of influence because of affection, esteem, and respect for the other person Can be depleted Can be depleted

15. Referent Power Benefits High follower task satisfaction High follower task satisfaction High follower task performance High follower task performanceCosts Takes a long time to develop Takes a long time to develop Can diminish if overused Can diminish if overused Must possess the necessary knowledge and interpersonal skills Must possess the necessary knowledge and interpersonal skills Not as effective for gaining obedience as coercion, reward or legitimate power Not as effective for gaining obedience as coercion, reward or legitimate power

16. Powerful and Powerless Talk Standard Language Standard Language Speakers stereotyped by their use of words Speakers stereotyped by their use of words Powerful talk makes speakers seem knowledgeable and confident Powerful talk makes speakers seem knowledgeable and confident Adopt appropriate style for the situation Adopt appropriate style for the situation

17. Powerless Talk Hesitations Hesitations Hedges Hedges Tag Questions Tag Questions Disclaimers Disclaimers Accounts Accounts Side Particles Side Particles

18. Tyrannical Bosses Track every move of their followers Track every move of their followers Send conflicting messages about what they want Send conflicting messages about what they want Engage in angry outbursts Engage in angry outbursts Demand absolute obedience Demand absolute obedience Put followers down in public Put followers down in public Act arbitrarily Act arbitrarily Coerce followers into unethical behavior Coerce followers into unethical behavior

19. Empowerment Leaders gain more power through empowerment Leaders gain more power through empowerment Increases the job satisfaction and performance of followersIncreases the job satisfaction and performance of followers Fosters greater cooperation among group membersFosters greater cooperation among group members Collective survivalCollective survival Contributes to personal growth and learningContributes to personal growth and learning Prevents power abusesPrevents power abuses

20. Components of the Empowerment Process Modifying the Environment Modifying the Environment Supplying Resources Supplying Resources Building a Sense of Personal Power Building a Sense of Personal Power

21. Modifying the Environment Eliminate situational factors that lead to feelings of powerlessness Eliminate situational factors that lead to feelings of powerlessness Shift decision making authority to followers Shift decision making authority to followers

22. Supplying Resources Followers need funds, supplies, time and a place to work Followers need funds, supplies, time and a place to work Political support Political support Need for information Need for information

23. Building a Sense of Personal Power Efficacy expectation Efficacy expectation Leaders can build followers’ perceptions of their personal power: Leaders can build followers’ perceptions of their personal power: Provide emotional supportProvide emotional support Expressing confidenceExpressing confidence Modeling successful performance or providing opportunities to observe othersModeling successful performance or providing opportunities to observe others Structuring tasks for initial successStructuring tasks for initial success

24. Empowerment Models Leading the Journey (Belasco and Stayer) Leading the Journey (Belasco and Stayer) Determining focus and directionDetermining focus and direction Removing obstaclesRemoving obstacles Developing ownershipDeveloping ownership Stimulate self-directed actionsStimulate self-directed actions

25. Empowerment Models Superleadership/Self-leadership (Sims and Manz) Superleadership/Self-leadership (Sims and Manz) SuperleadershipSuperleadership Changing organizational structures Changing organizational structures Changing organizational processes Changing organizational processes Changing interpersonal communication Changing interpersonal communication Self-leadership Self-leadership Self behavior modification Self behavior modification Task focus Task focus Positive thinking Positive thinking