Leadership Power and Influence

Leadership Power
and Influence
If a man can accept a situation in a place

of power with the thought that its only
temporary, he comes out all right. But
when he thinks that he is the cause of the
power, that can be his ruination.
Harry S. Truman
Transactional and Transformational

Leadership
Transactional Leadership a transaction
or exchange process between leaders and
followers.
Transformational Leadership
characterized by the ability to bring about
significant change in followers and the
organization.
Develops followers into leaders
Elevates concerns to higher level
psychological needs
Inspires followers to go beyond their own
self-interests
Paints a vision of desired future state and
how the change is worth the effort
Can communicate complex ideas in a
compelling manner
Act in unconventional manners
Inspire faith
Earn trust by willingly incurring great
personal risk
Source of influence is from personal
characteristics
5
Charismatic Leaders
Leaders who have the ability to inspire
and motivate people to do more than
they would normally do, despite
obstacles and personal sacrifice.
Black Hat of Charisma

Used for self serving purposes
Deception, manipulation and exploitation
of others
Personalized behavior
Power and Influence

Power
The ability of one person or department in an
organization to influence other people to bring about
desired outcomes
Influence
The effect a persons actions have on the attitudes,
values, beliefs, or actions of others
Ex 12.2
Five Types of Leader Power
Legitimate
Reward
Coercive
Position Power
Expert
Referent
Personal Power
Where does power come

from?
A written, spoken, or implied contract
Position
wherein people
acceptpower
either a superior or
subordinate role and see the use of
coercive as well as noncoercive behavior
as an acceptable way of achieving
desirable results.
10
Legitimate Power
Authority granted from a formal positions
in an organization.
Rights, responsibilities and prerogatives
accrue to anyone holding a formal leadership
position
Set goals, make decisions and direct activities
11
Reward Power
Authority to bestow rewards on other
people
Appointed leaders may have access to
rewards such as pay increases, promotions,
physical resources
Influences subordinates behavior
12
Coercive Power
Authority to punish or recommend
punishment
Opposite of reward power
Right to fire, demote, criticize, reprimand or
withdraw pay raises
13
Expert Power
Results from special knowledge or skill
Followers go along with recommendations
because of his/her superior knowledge
Usually gained from experience
14
Referent Power
Comes from personality characteristics
that command identification, respect and
admirations so that others want to emulate
the person
Dependent on personal characteristics rather
than title
Strong identification with leader
15
. 12.3 Responses to the Use of

Power
Ex
us e
eu
riat
r op
ive
app
es s
Compliance
Personal Power
exc
se
Position Power
Resistance
Commitment
16
Dependency
If a person has control over a resource
that is desired, he/she gains power
Information
Cooperation
Resources
17
Ex. 12.4 Characteristics That Affect Dependency and
Power in Organizations
Leader has
control over:
Leader has
control over:
Resources seen
as unimportant
Importance
Resources seen as
very important
Widely available
resources
Scarcity
Scarce resources
Resources with
acceptable substitutes
Low dependency
on leader = lower
power
Non
substitutability
Resources with
no substitutes
High dependency
on leader = higher
power
18
. 12.5 Strategic Contingencies that Affect
Ex
Leader Power in Organizations

Interdepartmental
Dependency
Control over
Information
Increased Power
Organizational
Centrality
Coping with
Uncertainty
19
Politics
Activities to acquire, develop,
and use power and other
resources to obtain desired
future outcomes when there is
uncertainty or disagreement
about choices
20
Political Activity
Impression management people seek to
control how others perceived them
Executive presence the impact you have
when walk into a room
21
. 12.6 Seven Principles for Asserting

Leader Influence
Ex
1.
2.
3.
4.
5.
6.
7.
Use rational persuasion

Make people like you
Rely on the rule of reciprocity
Develop allies
Ask for what you want
Remember the principle of scarcity
Extend formal authority with expertise and credibility
22
Is the action
consistent
with the
organizations
goals, rather
than being
self-motivated
purely by selfinterest?
Guidelines for Ethical Action

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?
Ethical Choice
Ex. 12.7
23

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What are the differences between transactional and transformational leadership?

What are some characteristics of transformational leadership?

Leadership Power

If a man can accept a situation in a place

Transactional and Transformational

Black Hat of Charisma

Power and Influence

Five Types of Leader Power

Where does power come

. 12.3 Responses to the Use of

Ex. 12.4 Characteristics That Affect Dependency and

. 12.5 Strategic Contingencies that Affect

Leader Power in Organizations

. 12.6 Seven Principles for Asserting

Use rational persuasion

Guidelines for Ethical Action

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