1. Chapter Eight Influence Tactics of Leaders
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Learning Objectives
Describe the relationship between power and influence.
Identify a set of honest and ethical influence tactics.
Identify a set of less honest and ethical influence tactics.
Summarize some empirical research about the effectiveness and sequencing of influence tactics.
Describe how implicit leadership theories are related to a leader’s ability to influence group members.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3. Power and Influence
Influence is the ability to affect the behavior of others in a particular direction
Power is the potential or capacity to influence
A leader must acquire power to influence others
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4. Figure 8-1 A Model of Power and Influence
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

5. Three Outcomes of Influencing Tactics
Commitment is the highest goal and means the group members will enthusiastically give 100% effort toward executing the task
Compliance can be a satisfactory outcome as the group members will execute the task but not with enthusiasm
Resistance means the tactic did not work and the group members procrastinate or even refuse to execute the task
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

6. Influence Tactics Influence tactics vary in complexity
Influence tactics vary in how much time it requires to develop them
Influence tactics can be essentially ethical and honest, or unethical and dishonest
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

7. Table 8-1 Essentially Ethical and Honest Influence Tactics
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

8. Figure 8-2 Essentially Dishonest and Unethical Influence Tactics
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

9. Machiavellians
People in the workplace who ruthlessly manipulate others. They tend to initiate actions with others and control the interactions. They regularly practice deception, bluffing, and other manipulative tactics.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10. Influence Tactic Effectiveness
Most-effective tactics:
Rational persuasion
Inspirational appeal
Consultation
Least-effective tactics:
Pressure
Coalition
Legitimating
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

11. Influence Tactics Effectiveness (cont’d)
Effective tactics in a downward direction (toward a lower-ranking person)
Inspirational appeal
Ingratiation
Pressure
Effective tactics in a lateral direction
Personal appeal
Exchange
Legitimating
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

12. Sequencing of Influence Tactics
Begin with the most positive, or least abrasive tactic
If necessary, proceed to a stronger tactic
Use a more abrasive tactic such as upward appeal only as a last resort
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

13. Sequencing of Influence Tactics (cont’d)
Begin with low-cost, low-risk tactics
If necessary, proceed to higher-cost, higher-risk tactics
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

14. Influence Tactic Direction
The influence agent must also consider the direction of the influence attempt as a contingency factor.
The more position power an individual exerts over another, the less the need for caution in the use of influence tactics
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

15. Implicit Leadership Theories
… are personal assumptions about the traits and abilities that characterize an ideal organizational leader. These assumptions, both stated and unstated, develop through socialization and past experience with leaders. The assumptions are stored in memory and activated when group members interact with a person in a leadership position.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

16. Implicit Leadership Theories (cont’d)
Prototypes are positive characterizations of a leader.
Anti-prototypes are traits and behaviors people do not want to see in a leader.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

17. Table 8-2 Implicit Leadership Theory Dimensions
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

18. Summary
Influence is the ability to affect the behaviors of others in a particular direction
Power is the potential or capacity to influence
A leader’s influence outcomes, commitment, compliance, or resistance, are a function of the influence tactics he or she uses
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

19. Summary (cont’d)
Some influence tactics are ethical, others are unethical
The most effective influence tactics are rational persuasion, inspirational appeal, and consultation
The least effective influence tactics are pressure, coalition, and appealing to legitimate authority
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

20. Summary (cont’d)
The sequencing and direction of influence tactics is important
Implicit leadership theories are personal assumptions about the traits and abilities that characterize an ideal organizational leader.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.