Power Influence Overview Power Definition Types Sources Transforming

Power & Influence

Overview • Power – Definition – Types & Sources • Transforming Power into Influence – Power vs. Influence – Influence Strategies: The Three Rs

Power • Definition – Capacity to produce effects on others – Potential to influence behavior • Types and Sources – Personal: expertise, attraction, effort, legitimacy – Positional: centrality, flexibility, visibility, relevance

Sources of Personal Power • • Expertise Attraction Effort Legitimacy

Personal Power: Expertise • Power of knowledge, capability, experience • Followers can have more expert power than leaders in certain situations 5

Personal Power: Attraction • Appeal one has due to charisma, agreeable behavior, and physical characteristics • Includes admiration and respect 6

Personal Power: Effort • Potential to influence others due to one’s commitment and motivation • Built through reliable performance and willingness to assume greater responsibilities 7

Personal Power: Legitimacy • Credibility due to one’s actions mirroring a group’s values • Others are willing to be influenced by those deemed “legitimate” • Proper adherence to customs and courtesies helps to build this power base 8

Sources of Positional Power • • Centrality Flexibility Visibility Relevance

Positional Power: Centrality • Based how central your position is within a unit – The more central your position is to the flow of information throughout an organization, and the more critical an assignment is to others in an organization, the more power you have • Horizontal networks – link people at similar levels – Example: knowing a fellow officer in another section allows you to informally discuss work issues with him/her without formal procedure • Vertical networks – link people with different levels of authority 10

Positional Power: Flexibility • Amount of discretion vested in a position • Involves freedom to exercise judgment • Enables leaders to make decisions without specific approval 11

Positional Power: Visibility • Degree to which task performance is seen by influential people in the organization • Be visible to leadership, get out from behind your desk, get involved with subordinates and peers 12

Positional Power: Relevance • Direct result of how important your job is to the group’s central objectives • The power of a position is relative to how critical to an organization’s mission it is perceived to be 13

RECAP: Sources of Power Personal Positional • • Expertise Attraction Effort Legitimacy Centrality Flexibility Visibility Relevance

Transforming Power into Influence • Power vs. Influence • Strategies for Transforming Power into Influence: The Three Rs – Retribution – Reciprocity – Reason

Power vs. Influence Power Influence • The capacity to produce effects on others, known as influence • Based on personal and/or positional characteristics as sources of power • The change in attitudes, values, beliefs, or behavior as a result of power • Securing the consent of others to work with you in accomplishing an objective

Influence Strategies • Retribution • Reciprocity • Reason

Influence Strategy: Retribution • Force others to do what you say to do – Direct approach – coercion (threaten) – Indirect approach – intimidation (implied threat) Pros Cons • Produces immediate results • Stifles initiative & innovation • Tasks accomplished • Insecurity of boss engenders according to manager’s resentment & alienation specifications • Must increase seriousness of threats to maintain pressure

Influence Strategy: Reciprocity • Help others want to do what you say to do – Direct approach – bargaining (exchange) – Indirect approach – ingratiation (obligate) Pros • Both parties benefit • Justification for request not required (implicit in bargaining) Cons • Requires trust • Engenders instrumental view of work (expectation of specific rewards for specific actions) • Undercuts group commitment

Influence Strategy: Reason • Show others that it makes sense to do what you say to do – Direct approach – present facts (or needs) – Indirect approach – appeal to personal values (or goals) Pros • Higher compliance and job satisfaction • Commitment to group principles • Low levels of stress Cons • Takes time to build trust • Manipulation disguised as persuasion

Influencing Strategy: Reason • Use for upward and outward influence • Sell important issues appropriately • Shield subordinates from unnecessary pressures from above and outside the organization • Team up – gather allies for credibility • Lead up – display open-mindedness, support, & trust • Be straightforward – gain superior’s attention by being trustworthy

Keys to Transforming Power into Influence • Establish power through both personal & positional characteristics • Transform power into influence using three Rs • Influence (up or down the chain) should be for good of group, not personal ambition • Use retribution in crisis; emphasize reciprocity & reason

Summary • Power – Definition – Sources • Transforming Power into Influence – Power vs. Influence – Influence Strategies: The Three Rs

A Good Thought Whoever knows how to restrain and effectively release power finds. . . that power flows back to him. A. Bartlett Giamatti 24

A Better Thought Leaders who share their power and their time can accomplish extraordinary things. The best leaders understand that leadership is the liberation of talent; hence they gain power not only by constantly giving it away, but also by not grabbing it back. MG Perry Smith, “Learning to Lead” Marine Corps Gazette, Jan 1997 25