Chapter 8 - Power and Influence Flashcards
Power and leadership
Effective leadership can be understood in terms of traits and behaviours. Becoming a good leader involves influencing them to do what you need them to do.
Regardless of which understanding we privilege, leadership necessarily involves exercise of power. Leaders have to engage in power plays and manipulate others.
First Dimension of power
Relational, impact other’s behaviours. A tries to influence B.
Power reflects dependency, primarily based on control of resources and overcomes resistance.
Power over people’s resources to influence them.
First Dimension Resources
Coercive power Reward power Authority power Expert power Information power Charismatic power
Coercive power
Ability to punish/ damage power i.e. someone enforces rules
Reward power
ability to reward someone (tangible/ intangible) i.e. money, reputation
Expert Power
Possession of special knowledge/ expertise which others need e.g. lecturers being ask for research information from a company
Authority power
Holding a formal position in the hierarchy relative to someone. But they need to comply with the hierarchy and want to move up it.
Information power
Access to information that others don’t have, privileged information e.g. CIA, MI5
Charismatic power
Charisma/ social skills which allow development of rapport with others. Social soft power.
Second dimension of power
Reflects ability to control decision making process.
Power is exercised by control over roles of game through non-decision making. Possible to control which issues are/ not death with through formal decision making processes. e.g. Republicans stopping Obama naming Supreme Court judge.
Resistance can be avoided; people don’t have opportunity to resist by sidestepping resistance. Resistance doesn’t have because you avoid it.
Leaders exercise second dimension of power through?
Decision making process: control who’s involved in decision making process
Reporting relationships: control who reports to whom and how
Allocation of responsibilities: who is responsible for what and how are they evaluated, measured and held accountable?
Make decisions offline - e.g. informal meetings, over lunch.
Third Dimension of power
Exercised through shaping how people understand situation and possible actions.
Pettigrew’s Management of Meaning
Power reflects ability to convince others that a view/action is right/ inevitable as it presents resistance.
Present issue in a compelling way.
Made to be legitimate by associating outcomes with symbols, and skilful use of language. By targeting attitudes, behaviours are influenced directly.
Leaders manage meaning by?
Encouraging others to see them as leaders
Creating a vision for the future e.g. politicians
Persuading others that their views of challenges facing organisations and solutions are correct
Framing issues that encourages people to accept a course of action - and focus on results.
Yukl and Tracey influence tactics
Rational persuasion Inspirational Appeal Consultation Ingratiation Exchange Personal Appeal Coalition Legitimating Pressure
Rational Persuasion
person uses logical arguments and factual evidence to persuade you that a proposal of request is viable and likely to result in the attainment of task objectives.
Positive effect on task commitment of subordinates, peers and superiors
Inspirational Appeal
the person makes a request or proposal that arouses enthusiasm by appealing to your values, ideas and aspirations or by increasing your confidence that you can do it.
Positive effect on task commitment of subordinates, peers and superiors
Consultation
person seeks your participation in planning a strategy, activity or change for which your support and assistance are desired, or the person is willing to modify a proposal to deal with your concerns and suggestions.
Positive effect on task commitment of subordinates, peers and superiors
Ingratiation
person seeks to get you in a good mood or to think favourably of him/her before asking you to do something
Positive effect on task commitment of subordinates and peers.
Exchange
person offers an exchange of favours, indicates willingness to reciprocate, at a later time or promises you a share of the benefits if you help accomplish a task.
Positive effect on task commitment of subordinates and peers.
Personal appeal
Positive effect on task commitment of subordinates and peers.
Coalition
person seeks the aid of other to persuade you to do something or uses the support of others as a reason for you to agree also
Little effect on task commitment of subordinates, peers or superiors.
Legitimating
person seeks to establish legitimacy of a request by claiming the authority or right to make it or by verifying that it is consistent with organisational, policies, rules, practices or traditions.
Little effect on task commitment of subordinates or superiors, but negative effect on peers.
Pressure
person uses demands, threats, or persistent reminders to influence you to do what he/she wants.
Little effect on task commitment of peers or superiors, but negative effect on subordinates.
Self perceived power can lead to?
Greater risk taking behaviour
Unethical decision making.
Self interested behaviour through resources and punishment, reward sensitivity, and instrumentality.
