1. Learning Goals
Difference between Power & Influence
What are effective influence tactics for supervisors, subordinates and peers
Why are they effective

2. What is power
Having personal or positional resources to change situations or people’s attitudes & behaviors
Power=ability of one party to change/control the values, attitudes, etc. of another party
Influence= the process of affecting the thoughts behaviors of others.
Symbols of power=ability to intercede for somebody in trouble (get placements for employees, going above budget limitations w/out getting into trouble)
Yukl, 1989

3. Types of Power Legitimate Referent Coercive Reward Expert Control
over information
Persuasiveness
Personal & Positional resources are not mutually exclusive e.g., Having control over information may increase one’s expertise
Positional Resources
Personal Resources
Personal & Positional resources need not be mutually exclusive

4. Influence & types of tactics
Using one’s personal/positional resources to change people’s behaviors or attitudes
Influence Tactics
Rational persuasion
Exchange of benefits
Pressure tactics
Ingratiation
Appeals to authority (legitimating tactics)
Consultation
Inspirational appeals
Personal appeals
Coalition tactics
Upwards appeals
Power=ability of one party to change/control the values, attitudes, etc. of another party
Influence= the process of affecting the thoughts behavviors of others.
Symbols of power=ability to intercede for somebody in trouble (get placements for employees, going above budget limitations w/out getting into trouble)
Yukl, 89; Yukl & Van Fleet 92

5. Power is not sufficient to result in behavioral or attitudinal change
Power vs. influence
Power is not sufficient to result in behavioral or attitudinal change
i.e., it is the potential/ability to change
Influence is the process of changing
e.g., Need to have the ability or opportunity to use expertise or information that one has control over to change others/events

6. Types of Power & Types of Influence Tactics
Legitimate
Coercive
Reward
Referent
Expert
Inspirational
Appeals
Pressure
Tactics
Appeals
to authority
Exchange
benefits
Rational
Persuasion

7. Inspirational Appeals
Influence
Tactics not obviously linked to a source of power
Appeals to authority
Ingratiation
Rational Persuasion
Pressure Tactics
Consultation
Exchange benefits
indirect influence tactics for exercising power, include intentional role modeling, ecological control or situational engineering, and political tactics such as forming coalitions, coopting opponents, gaining control over key decisions, and institutionalizing power
Inspirational Appeals
Types of power
not exercised
Power

8. Previous research findings
Evening MBA students’ descriptions of successful influence attempts
Most Frequent Type of Influence Tactic used
Supervisor
Ingratiation
Presenting Rational Plans
Subordinate
Formal Authority
Training
Giving Explanations (stating why)
Coworker
Requesting Help

9. Why are certain tactics successful w/supervisors
Rational explanation:
By using logical argument and facts you persuade the other that the request is practical and can result in task objectives
Ingratiation
Making supervisor feel good, or like you so that s/he can be influenced by you

10. Why are certain tactics successful w/subordinates
Legitimating tactics
Persuading subordinate to do what you want because you have the authority/right to ask him/her to do so bec. of your position or bec. it is organizational ‘policy’

11. Current Research
Practicing managers descriptions of one successful and one unsuccessful influence tactic on different types of targets
Study 1=supervisor
Study 2=subordinate
Study 3=peer
250 influence tactics

12. Most frequent tactics used to influence Supervisors
Presenting a rational explanation
E.g., Quantitative analysis, documentation w/data
Telling, arguing or talking w/out support
E.g., I would like a raise…(no reason given)
Presenting a complete plan
E.g. Anticipating & overcoming counter-arguments or potential obstacles to implement plan
Being persistent
Used in combination with other tactics

13. Relative success (+) & failure (-) Of tactic used on supervisors:
Equal chance -
Rational explanation x
Telling, arguing, talking w/out support X
Presenting a complete plan
Being persistent/repetitive
Rational explanation was equally likely to be successful and unsuccessful
Arguing etc. was more likely to be unsuccessful
Presenting a complete plan was equally likely to be successful and unsuccessful
Being persistent was more likely to result in success

14. Most frequent tactics used to influence Subordinates
Rational explanation
Show confidence & support (inspirational)
Listen, counsel, solicit ideas (consultation)
Delegate duties, give guidelines & set goals
e.g., Flintstones role play

15. Why are certain tactics successful w/subordinates
Setting goals etc.
Identifying for the subordinate what is expected of him/her (goal),
Showing confidence etc (inspirational)
Increasing confidence in the subordinate’s capability of accomplishing task
Motivating subordinate by appealing to his/her values, ideas, goals

16. Why are certain tactics successful w/subordinates
Soliciting ideas (Consultation)
Seeking subordinate participation in planning an activity that subordinate will be involved in or modifying the activity to deal with subordinate concerns/suggestions on how to carry it out

17. Most frequent tactics used to influence Peers
Rational explanation
Show support of others: using agreement of others as a reason for peer to agree
Present an example of a parallel situation: using success in other situations as a reason
Threaten: imply negative consequences for not agreeing

18. Distinction b/w power & influence
Today’s learning
Distinction b/w power & influence
Research on influence tactics used on subordinates, supervisors & peers
Learning Check
What are the common tactics that are successful for all types of targets? Examples?
Unique tactics to use on subordinates? Examples?
What are successful vs. unsuccessful tactics on supervisors? Examples?

19. Material in article that could be on exam but is not covered in class due to time constraints

20. Implications of this & other research
Types of tactics
Combination of tactics is better than any one tactic
People try positive tactics first, then negative (especially for downward influence)
Targets of influence
Wider variety of approaches used to influence downwards
Reciprocal influence relationships
Are used against each other
Outside the organization are important

21. 5 Steps to become an influential manager
Develop reputation as expert
Time spent on relationship should be based on work needs
Develop network of resource persons who can be called upon for assistance
Choose correct combination of influence tactics based on objective and target to be influenced
Communicate influence tactics effectively

22. Develop a reputation as an expert
Most commonly used, but 50% chance of success
Continually build on knowledge base (acquire)
Publicize one’s expertise

23. Balance time w/each relationship
Research shows….
Amount of Time Spent
Supervisor
10%
Subordinate
30%
Coworker
20%
Alone
15-28%
External contacts
15-20%

24. Balance time w/each relationship
Spend at least 75% time w/peers & supervisors so as to spend time where influence is most needed to accomplish organizational goals
Competition/power inhibits people from spending time w/peers/supervisors

25. 3. Develop network of resource persons
Contact w/others & independence of one’s position relative to others  Control over information flow
Rotate jobs frequently
Establish & maintain strong friendships to ensure obligation and cooperation
Seek commonality w/other managers

26. Choose correct combination of influence tactics
Depending on target & objective
More approaches were used on subordinates
Combination of tactics is more successful
Use rational explanations, parallel examples, support of others,
Influence attempts to be ‘timed’
Be persistent & repetitive

27. Communicate influence tactics effectively
Know the needs, values of targets
Present influence attempts based on target
Listen & appreciate more when dealing w/upward or lateral targets
See & hear more, be flexible in behavior depending on person
Face-face, group meetings, memos