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June 10, 2010
Power & InfluencePower & Influence
Power Your Potential Power Your Potential Women’s ConferenceWomen’s Conference
Power can be defined as the ability to get
things done, to mobilize resources, to get and use whatever
it is that a person needs for the goals he or she is attempting to
meet.
French and Raven suggest:
Reward power (controlling resources that could reward)
Coercive power (controlling resources that could be used to punish)
Expert Power (controlling necessary knowledge or information)
Reference Power (being personally attractive to other people)
Legitimate Power (authority vested in a position or role)
Promotable supervisors defined as those who share
information, delegate authority, train
subordinates for more responsibility and allow for
latitude and autonomy.
Unpromotable supervisors may try to
retain control and restrict the
opportunities for subordinates learning
and autonomy.
Increasing power of individuals: Extraordinary activities Visibility Relevance (are they identified with
the solution to pressing organizational problems?)
Another approach to understanding Power is suggested by (Bolman and Deal, 2009)Power is the capacity of a person, team, or
organization to influence others. The potential to influence other People have power they don’t use and may
not know they possess Power requires one person’s perception of
dependence on another person Power can ultimately be seen as perception
solely.
Influence is any behavior that attempts to alter someone’s attitudes or behavior.
Applies one or more power bases Process through which people
achieve organizational objectives Operates up, down, and across the
organizational hierarchy
Data Collection A Northeast athletic conference: 8 participating institutions
(9 IRBs!) Two tiered approach paper/pencil and web based Participation rate of 41% - 1,329 surveys 1st wave Spring 2008, paper and pencil – 920 surveys.
To increase participation a web survey was developed - 409 surveys (distribution to those of the population at the time of the initial survey)
Demographics of respondents:
Ethical Ideologies and Decision Making Among Student Athletes
Quantitative Conceptual Model
Moderators: Locus of Control, GenderControls: Status, Team/Individual Sport
Structural Equation Model
Model Fit Statistics:
2=488.49 (df=231),
NFI=0.87
CFI=0.92
RMSEA=0.04
Lo90=0.03
Hi90=0.04
Pclose=1.00
Findings First, as noted in the literature, social norms can have a
powerful influence on the choices that individuals make in various situations. In this study it was found that social norms have an influence on individual choices, but this pattern across the three groups is erratic.
Second, Past Behavior does have influence on importance and behavioral intention. This effect is negative and needs to be better understood with future research.
Third, within Individual Norms, idealism, more than relativism, influences individual norms. Additionally, idealism has a significant direct and indirect effect across gender and across internal and external locus of control.
Fourth, Importance is a critical mediating mechanism in understanding the relationship between social norms, past behavior, individual norms, and behavioral intention. Given the data, the role of importance in the decision making process and its influence on behavioral intention proved significant.
Rules of Life in the Network
1. We shape our network
2. Our network shapes us
3. Our friends affect us
4. Our friends’ friends’ friends affect us
5. The network has a life of its own
Credibility is seen as the most important trait of leadership/power in an
Indsco survey.
Credibility = competence + power.
Power rests in part on the ability to
solve dependency problems and to control relevant
sources of uncertainty.
References: Bolman, Terrence and Deal, Lee (2009).
Reframing Organizations, Jossey-Bass. Christakis, Nicholas and Fowler, James
(2009). Connected, Little Brown and Company.
Cialdini, Robert B. (2001). Harnessing the Science of Persuasion, Harvard Business Review.
Kanter, R. (1977) Men and Women of the Corporation, Harper.
Kramer, R. and Neale, M. (1998) Power and Influence in Organizations, Sage.