Power & Influence. Power vs. Influence Sources of Power Transfer Power into Influence – Three...

Power & Influence

• Power vs. Influence• Sources of Power• Transfer Power into Influence– Three R’s– Upward Influence

• Case Study (OTS Only)

Overview

• Power - capacity to produce effects on others

• Influence -the change in attitudes, values, beliefs, or behavior as a result of power

Power vs. Influence

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• Is the power of knowledge

• Followers can have more expert power than leaders in certain situations

Example: Leader new to unit

Expert Power

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• Refers to the influence one has due to the strength of the relationship between the leader and the followers

• Often takes time to developExample: Followers admire and respect the leader

Referent Power

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• One’s formal or official authority Example: Authority you have due to your rank

Legitimate Power

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• The potential to influence others due to one’s control over desired resources

Examples: OPRs, EPRs, PRFs, awards and decorations, Officer/Enlisted/Civilian of the Quarter Award

Reward Power

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• The potential to influence others through the administration of negative sanctions

Examples: LORs, LOCs, Article 15s, Courts-martial

Coercive Power

• Three R’s– Retribution– Reciprocity– Reason• Persuasive• Manipulative

• Upward Influence

Transform Power into Influence

• Three R’s– Retribution: threatening• Direct - explicit threat of punishment (coercion)• Indirect - threat is implied rather than stated

(intimidation)

Transfer Power into Influence

Pros• Produce immediate effect• Follows manager

specification

Cons• Creates resistance,

resentment, & alienation• Stifles initiative & innovation

Effective managers use this sparingly; reserve for crisis

• Three R’s– Reciprocity: compliance by satisfying the needs

of both parties (favors thru social obligations)

Transfer Power into Influence

Pros• Results w/o resentment• Both parties benefit• Don’t have to justify actions

(bargain)

Cons• Requires trust• Expect negotiations for

requests• Undercuts group commitment

• Three R’s– Reason: articulation of the concept; subordinates

recognize the value of the plan

Transfer Power into Influence

Pros• Higher compliance• Commitment to group

principles• Superiors rate highly

effective• Low levels of stress• High job satisfaction

Cons• Takes time to build trust• More people involved, longer

it takes

• Three R’s– Reason: articulation of the concept; subordinates

recognize the value of the plan

Transfer Power into Influence

PersuasionExplicit, direct, and respects

the judgment/ability of the subordinate

Manipulationbased on disrespect

subordinates’ abilities and a lack of trust in their

judgment

• Upward Influence– Influence on superior– Shield subordinates from distractions– Strengthens manager’s power base– Issue Selling: convince boss issue requires

attention– Trickle-Up Influence

Transfer Power into Influence

• Upward Influence– Trickle-Up Influence • Necessary because of decentralization of

today’s workplace• Superiors need to be informed• Speak up - talk about good ideas to superiors• Team up - gather allies for credibility• Lead up - display open-mindedness, support,

trust• Be straightforward

Transfer Power into Influence

• Establish power thru personal attributes (pp. 177-181)

• Transform power into influence using Three R’s• Use power to engender trust• Emphasize reciprocity & reason• Use retribution in crisis• Influence flows up & down chain• Upward influence should be for good of group, not

personal ambition

Interim Summary

Case Study

• Power vs. Influence• Sources of Power• Transfer Power into Influence– Three R’s– Upward Influence

• Case Study (OTS Only)

Summary

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A Good Thought

“ Whoever knows how to restrain and effectively release power finds . . . that power flows back to him.”

A. Bartlett Giamatti

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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