Chapter 6Review Chapter 5Key PointsSlide 4Conceptions of Power and InfluencePower Types and SourcesGuidelines for Using Reward PowerGuidelines for Using Coercive PowerGuidelines for Using Coercive Power (Cont.)Guidelines for Using Legitimate AuthorityWays to Use and Maintain Expert PowerWays to Acquire and Maintain Referent PowerPersonal Power and Position PowerHow Power is Acquired or LostSlide 15Influence TacticsOutcomes of Influence AttemptsTypes of ResistanceInfluence ProcessesSelf-Assessment 5: Influence TacticsTo Prepare for Next ClassInfluence Tactics (Cont.)Use and Effectiveness of Influence TacticsGuidelines for Using Core TacticsGuidelines for Using Supplementary TacticsGuidelines for Using Supplementary Tactics (Cont.)6-1Chapter 6Power and InfluenceReview Chapter 5Spot PresentationPage 243Review QuestionsPage 235-6Case Study – Impression ManagementPages 288-9At all costs what do you want to avoid so that you will not be accused of failure?What Impression Management actions will you take to demonstrate that you are a successful, influential leader?6-26-3Key PointsUnderstand how position and personal attributes can be a source of power for leadersUnderstand the process by which power is acquired or lost in organizationsUnderstand the relationship between power and leadership effectivenessUnderstand some of the psychological processes that explain how leaders influence peopleUnderstand the different types and effectiveness of influence tactics used in organizations6-4Predictors of Leadership Success6-5Conceptions of Power and InfluencePower – Capacity of one party to influence another partyAuthority – The rights, prerogatives, obligations, and duties associated with particular positions in an organization or social systemInfluence –The ability to bring about change in behaviors, opinions, attitudes, goals, needs, and valuesPower Types and SourcesRewardCoercionLegitimateExpertInformationReferentEcological6-66-7Guidelines for Using Reward PowerOffer the type of rewards that people desireOffer rewards that are fair and ethicalDo not promise more than you can deliverExplain the criteria for giving rewards and keep it simpleProvide rewards as promised if requirements are metUse rewards symbolically (not in a manipulative way)6-8Guidelines for Using Coercive PowerExplain rules and requirements, and ensure that people understand the serious consequences of violationsRespond to infractions promptly and consistently without showing favoritism to particular individualsInvestigate to get the facts before using reprimands or punishment, and avoid jumping to conclusions or making hasty accusationsExcept for the most serious infractions, provide sufficient oral and written warnings before resorting to punishmentAdminister warnings and reprimands in private, and avoid making rash threats6-9Guidelines for Using Coercive Power (Cont.)Stay calm and avoid the appearance of hostility or personal rejectionExpress a sincere desire to help the person comply with role expectations and thereby avoid punishmentInvite the person to suggest ways to correct the problem, and seek agreement on a concrete planMaintain credibility by administering punishment if noncompliance continues after threats and warnings have been madeUse punishments that are legitimate, fair, and commensurate with the seriousness of the infraction6-10Guidelines for Using Legitimate AuthorityMake polite, clear requestsExplain the reasons for a requestDo not exceed your scope of authorityVerify authority if necessaryFollow proper channelsFollow up to verify complianceInsist on compliance if appropriate6-11Ways to Use and Maintain Expert PowerExplain the reasons for a request or proposal and why it is importantProvide evidence that a proposal will be successfulDo not make rash, careless, or inconsistent statementsDo not lie, exaggerate, or misrepresent the factsListen seriously to the person’s concerns and suggestionsAct confident and decisive in a crisis6-12Ways to Acquire and Maintain Referent PowerShow acceptance and positive regardAct supportive and helpfulUse sincere forms of ingratiationDefend and back up people when appropriateDo unsolicited favorsMake self-sacrifices to show concernKeep promisesPersonal Power and Position PowerReferent – Expertise - InformationPositively correlated to satisfaction and performanceLegitimate – Reward - CoerciveNeutrally or negatively correlated to satisfaction and performance6-136-14How Power is Acquired or LostSocial Exchange Theory – Power based on exchange of benefits or favors over time between leaders and followers (Operational Leadership)Control over scarce resourcesAccess to vital informationSkill in dealing with critical problemsCompetency in assigned roleAccumulated idiosyncratic creditsInnovative proposals6-15How Power is Acquired or LostStrategic Contingencies Theory – Power based on overcoming organizational contingencies that threaten its existence (Strategic Leadership)Capable of solving critical problemsLocation of the subunit in relation to all other organizational unitsThe interdependence of a subunit with other subunitsExtent to which the subunit’s expertise is unique rather than substitutable6-16Influence TacticsImpression ManagementPoliticalReactive InfluenceProactive Influence6-17Outcomes of Influence AttemptsCommitment – The target person internally agrees with a decision or request and makes a great effort to carry out the requestCompliance – The target person is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effortResistance – The target person is opposed to the proposal or request and actively tries to avoid carrying it out6-18Types of ResistanceRefuse to carry out the requestMake excuses about why the request cannot be carried out Try to persuade the agent to withdraw or change the requestAsk higher authorities to overrule the agent’s requestDelay acting in the hope that the agent will forget about the requestMake a pretense of complying but try to sabotage the task6-19Influence ProcessesInstrumental Compliance – The target person carries out a requested action for the purpose of obtaining a reward or avoiding