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Chapter 12

Leadership Power and Influence

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Chapter Objectives

Recognize your natural leadership frame of reference and how you can expand your perspective.Use power and politics to help accomplish important organizational goals.Identify types and sources of power in organizations and know how to increase power through political activity.Use the influence tactics of rational persuasion, friendliness, reciprocity, developing allies, direct appeal, and scarcity.

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Ex. 12.1 Four Leader Frames of Reference

Mind-set: Sees organization as machine, economics, plansEmphasis: Goals, systems, efficiency, formal authorityDangers: Rigidity and tyranny

Mind-set: Sees organization as family, belonging, clanEmphasis: People, support, empowermentDangers: Lack of content or substance

Mind-set: Sees organization as jungle, power, schemesEmphasis: Resource allocation, negotiation, coalition buildingDangers: Power plays for purpose of self-interest

Mind-set: Sees organization as theater, spiritual meaning, dreamsEmphasis: Vision, culture & values, inspirationDangers: “Messiah” complex

1. Structural

2. Human Resource

3. Political

4. Symbolic

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Power and Influence

PowerThe ability of one person or department in an organization to influence other people to bring about desired outcomes

InfluenceThe effect a person’s actions have on the attitudes, values, beliefs, or actions of others

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Ex. 12.2 Five Types of Leader Power

•Legitimate•Reward•Coercive

Position Power

•Expert•Referent

Personal Power

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Ex. 12.3 Responses to the Use of Power

Compliance Resistance Commitment

Position Power Personal Power

appr

opria

te u

se

excessive

use

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Ex. 12.4 Characteristics That Affect Dependency and Power in Organizations

Nonsubstitutability

Leader has control over:

Resources seen as unimportant

Widely available resources

Resources with acceptable substitutes

Low dependency on leader = lower power

Leader has control over:

Resources seen as very important

Scarce resources

Resources with no substitutes

High dependency on leader = higher power

Importance

Scarcity

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Ex. 12.5 Strategic Contingencies that Affect Leader Power in

Organizations

Increased Power

Interdepartmental Dependency

Control over Information

Organizational Centrality

Coping with Uncertainty

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Politics

Activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices

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Ex. 12.6 Seven Principles for Asserting Leader Influence

1. Use rational persuasion2. Make people like you3. Rely on the rule of reciprocity4. Develop allies5. Ask for what you want6. Remember the principle of scarcity7. Extend formal authority with expertise and

credibility

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Ex. 12.7 Guidelines for Ethical Action

Is the action consistent with the organization’s goals, rather than being self-motivated purely by self-interest?

Does the action respect the rights of individuals and groups affected by it?

Does the action meet the standards of fairness and equity?

Would you wish others to behave in the same way if the action affected you? E

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