Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-1

Chapter 18

Power and

Influence

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-2

Objectives

Identify the three possible outcomes of an influence attempt

Describe the various sources of powerIdentify the influence tactics people use

at workDescribe and utilize the four influence

styles

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-3

Are Power and Influence Negative?

Power and influence are a crucial part of leading and managing

A manager cannot “make a difference” without exerting power and influence over employees

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-4

Power and Influence - Defined

Power is defined as the capacity to

influence the behavior of others

Influence is the process by which people

successfully persuade others to follow

their advice, suggestions, or orders

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-5

Outcomes of Influence Attempts

Commitment

Compliance

Resistance

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-6

Sources of Power Expertise Effort Relationships Reward Coercive Position Charisma Referent Location

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-7

…Sources of Power – Strategic Contingencies Model of PowerPeople also gain power when they cope

with the critical uncertainties facing the organization by– Controlling critical resources– Being the sole or one of a few sources of

those resource– Being insubstitutable

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-8

Influence Tactics

Rational persuasionInspirational appealsConsultationIngratiationPersonal appealsExchangeCoalition tactics

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-9

…Influence TacticsLegitimating tacticsPressureReciprocityLikingSocial proofAuthority and expertiseScarcityConsistency

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-10

Muscle Level Continuum

Level 1 Polite request

Level 2 Stronger request

Level 3 Statement of consequences (if behavior doesn’t change)

Level 4 Application of consequences (with reference to statement made at Level 3)

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-11

Influence Styles Assertive persuasion

– Reasoning– Debating– Presenting ideas, proposals

and suggestions that involve facts and logic

Reward and punishment– Stating expectations– Using incentives and pressures– Evaluating– Demanding– Bargaining

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-12

…Influence Styles Participation and trust

– Understanding– Involving and supporting others– Personal disclosure– Active Listening

Common vision– Inspiring– Visioning– Finding common ground– Aligning

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-13

The Two Faces of Power

Negative unsocialized need to

dominate others

Socialized concernfor group goals and empowering others

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-14

Effective Persuasion Strategies Used by Successful Managers

Successful managers effectively persuade others by:– Establishing credibility– Framing goals to identify common ground– Using vivid language and compelling

evidence– Connecting emotionally with their audience

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-15

Establishing Sustained Influence

Influence is maintained and sustained by:– Developing a reputation as an expert

– Spending time on critical work relationships

– Developing a network of resource persons who can be called on for assistance

– Implementing influence tactics with sensitivity, flexibility, and appropriate levels of communication

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-16

Designing Your Influence Strategy

Identify – Your objectives– Whose cooperation is needed– What rewards they like and why they might

resist– Your current and future type of relationship

with those whose cooperation is needed– Your sources of power and influence– Your values and attitudes toward possible

strategies (Can you live with the outcomes?)

Organizational Behavior : An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 18-17

Empower to Gain Power

Power is paradoxical in that the more a

leader empowers others, the more power

he or she receives