Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 5

Chapter 5 - Power and influence. This chapter has defined power as the capacity or potential to exert influence, influence tactics as the behaviors used by one person to modify the attitudes and behaviors of another, and influence as the degree of change in a person''s attitudes, values, or behaviors as the result of another''s influence tactic.

5­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER F IVE Power and Influence Power the capacity to produce effects on  others or the potential to influence   others  Influence the change in a target agent’s attitudes,  values, beliefs, or behaviors as the  result of influence tactics Sources of Leader Power • • • • • Furniture and office arrangements Prominently displayed symbols Appearances of title and authority Choice of clothing Presence or absence of crisis McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 5­5 Sources Of Leader Power In the  Leader­Follower­Situation Framework Leader Expert Referent Followers Coercive Situation Reward Legitimate McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 5ư6 SourcesorBasesOfPower ã Expertthepowerofknowledge ã Referentpowerbasedonthe strengthoftherelationshipbetween theleaderandthefollowers ã Legitimateformalorofficial authority McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 5ư7 SourcesorBasesOfPowercontinued ã Rewardinfluenceduetocontrolover desiredresources ã Coerciveinfluencethroughthe administrationofnegativesanctionsor theremovalofpositiveevents McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 5ư8 MotivationsToManage ã Maintaining good  relationships with authority  figures • Wanting to compete for  recognition and  advancement • Being active and assertive McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 5­9 Motivations To Manage continued • Wanting to exercise  influence over subordinates • Being visibly different from  followers • Being willing to do routine  administrative tasks.  McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 5­10 5­11 Assessing Types Of Influence Tactics Rational  persuasion Inspirational  appeals Pressure  tactics Consultatio n Ingratiation IBQ Personal  appeals Legitimizing  tactics Coalition  tactics McGraw­Hill/Irwin Exchange © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved  ... © 2002? ?The? ?McGraw­Hill Companies, Inc., All Rights Reserved 5? ?6 Sources or Bases? ?Of? ?Power • Expert? ?–? ?the? ?power? ?of? ?knowledge • Referent? ?–? ?power based on? ?the? ? strength? ?of? ?the? ?relationship between  the? ?leader and? ?the? ?followers... Power the? ?capacity to produce effects on  others or? ?the? ?potential to influence   others  Influence the? ?change in a target agent’s attitudes,  values, beliefs, or behaviors as? ?the? ? result? ?of? ?influence tactics... strength? ?of? ?the? ?relationship between  the? ?leader and? ?the? ?followers • Legitimate? ?–? ?formal or official  authority McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 5? ?7 SourcesorBasesOfPowercontinued ã Rewardinfluenceduetocontrolover