Power and Influence Tactics

POWER AND INFLUENCE TACTICS

By;Vinay Chaithanya

POWERAbility to influence.Agent and target

AUTHORITYRights ,prerogatives, obligations and duties associated with particular positions in an organization.

INFLUENCE PROCESSES

The psychological explanation for interpersonal influence involves the motives and perceptions of the target person in a relation to the actions of the agent and the context in which the interaction occurs.

3 Types of influence processes as proposed by Kelman(1958)

• Instrumental compliance

• Internalization

• Personal Identification

INSTRUMENTAL COMPLIANCE Target carries out a requested action for the purpose of obtaining a tangible reward.

INTERNALISATION

The target commits and supports the proposals made by the agent.

PERSONAL IDENTIFICATION Target imitates the agents behavior to please agent and to be like the agent

TYPES OF INFLUENCE TACTICS

The type of behavior used intentionally to influence the attitudes and behavior of another person is called influence tactics.

3 different types of influence tactics can be differentiated according to the primary purpose:

•Impression management tactics

•Political tactics

•Proactive tactics

IMPRESSION MANAGEMENT TACTIC Intended to influence people to like the agent.

POLITICAL TACTICS

Used to influence organizational decisions or gain benefits from the group.

PROACTIVE TACTICS

These tactics have immediate task objectives.Like influencing the group to do a new task or change the procedures.

POWER AND INFLUENCE BEHAVIOUR

LEADER POWER

LEADER INFLUENCE BEHAVIOUR

INFLUENCE OUTCOMES

COMPLIANCE

COMMITMENT

RESISTANcE

POWER SOURCES

•Legitimate power

•Reward power

•Coercive power

•Referent power

•Expert power

•Information power

•Ecological power

•Position and personal power

HOW POWER IS GAINED OR LOST

Described by 3 theories

Social Exchange Theory Strategic Contingencies Theory Institutionalization of power

SOCIAL EXCHANGE THEORY

In a group, the amount of status and power accorded to an elected or emergent leader by other members depends on the person’s loyalty, demonstrated competence and contribution.

Gain influence from repeated demo of expertise and loyalty Innovation is a double edged sword. Failure and power

STRATEGIC CONTINGENCIES THEORY

Power of a subunit in an organisation depends on,

-Expertise in coping with important problems

-Centrality of subunit in workflow

-Extent of uniqueness of subunits expertise.

Subunits with critical expertise more likely to be elected to positions of authority

Theory fails to take into account the possibility that a powerful subunit can use its power to protect its dominant position & denying rivals an opportunity to demonstrate their strength.

INSTITUTIONALIZATION OF POWER

The process of using political tactics to increase influence or protecting existing power sources

Can get members appointed to key leadership positions. Where they promote the subunits objective.

Use power to maintain dominant position even after their expertise is no longer critical

Control over resources & denying others opportunities to demonstrate their expertise.

Critics expelled, silenced.

CONSEQUENCES OF POWER

Effective leaders-> Personal power + Positional power Control over information complements expert power Reward power: Deeper relationship with subordinates. Enhance referent

power Coercive power: Compliance with rules which are unpopular but necessary

Power corrupts! Personal power less susceptible to misuse.

Guidelines for using powerHow to use legitimate power?

Make polite, clear requests Explain the reasons for the request Don’t exceed scope of authority. Follow proper channels Follow up to verify compliance

How to use Reward power? Offer type of rewards that people like Fair & ethical Don’t promise more than you can deliver Explain criteria for giving reward Keep your promises Don’t manipulate

Coercive power:

Use only when absolutely necessary Used to deter illegal activities, violation of safety, direct disobedience of

legitimate requests. Explain, respond, investigate Sufficient oral & written warnings Reprimand in private Maintain credibility Punishments should be fair, legitimate

Expert Power: Explain the reasons Provide evidence No rash statements Don’t lie, exaggerate Listen seriously to other person’s concerns Confident & decisive

Referent power: Acceptance and positive regard Be supportive & helpful Keep promises & commitments Sacrifice Lead by example.

Proactive Influence Tactics

• Rational Persuasion• Apprising• Inspirational Appeals• Consultation• Collaboration

• Ingratiation• Personal Approach• Exchange• Coalition Tactic• Legitimating Tactics• Pressure

Effectiveness of Pro active tactics

• Pro active tactics are not needed always in an influence attempt.

• But when a person is likely to resist a simple request, use of pro active influence tactics will make influence attempt successful.

• These tactics are used generally used when request is unusual, controversial, or difficult to do.

Examples

Influence Tactic Definition Example

Rational Persuasion The agent uses logical arguments and factual evidence to show a proposal or request is feasible and relevant for attaining important task objectives.

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Apprising The agent explains how carrying out a request or supporting a proposal will benefit the target personally.

Educational Institutions suggest some certifications

Inspirational Appeals

The agent makes an appeal to values and ideals or seeks to arouse the target person’s emotions to gain commitment.

Political Leaders

Collaboration The agent offers to provide relevant resources and assistance if the target will carry out a request or approve a proposed change.

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Findings of Influence tactics

Influence Tactic Directional Use Sequencing Results

Used Alone or in combination

General Effectiveness

Rational Persuasion

In all directions Initial Request In both ways High

Apprising More down than up/Lateral

--- Used with other tactics

Moderate

Inspirational Appeals

More down and Lateral than Up

No Difference Used with other tactics

High

Collaboration More down than up/Lateral

--- Used with other tactics

High

Guidelines for Specific Tactics

• Rational Persuasion

- explain in detail why request or proposal is important.

- Use facts and logics to make clear case in support of request

- Provide evidence request is feasible and better than alternatives

1)Provide evidence that proposal is feasible2)Explain why it is better than competing

ones3)Explain how likely problems could be

handled

INSPIRATIONAL APPEALS1)Appeal to the person’s ideals and values2)Link the request to the person’s self image3)Link the request to a clear and appealing

vision4)Use positive ,optimistic language

CONSULTATION1)State your objective and ask what the

person can do to help2)Ask for suggestions to improve3)Involve the person in planning to attain an

objective4)Respond to the person’s concerns and

suggestions

COLLABORATION• Offer to show the person to perform the

requested task• Offer to provide necessary resources• Offer to help the person solve problems

caused by a request• Offer to help the person implement a

proposed change