Chapter4PowerandInfluenceCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionSomeimportantdistinctionsPowerandleadershipInfluencetacticsIntroductionExaminingthephenomenonofpower.Someofhistory’searliestcharacterizationsofleadersconcernedtheiruseofpower.Shakespeare’splayswereconcernedwiththeacquisitionandfailingofpower.SomeImportantDistinctions1Power:Capacitytoproduceeffectsonothersorthepotentialtoinfluenceothers.Functionoftheleader,thefollowers,andthesituation.Doesnotneedtobeexercisedbyleadersinordertohaveitseffect.Attributedtoothersonthebasisandfrequencyofinfluencetacticstheyuseandontheiroutcomes.ImportantDistinctions2Influence:Changeinatargetagent’sattitudes,values,beliefs,orbehaviorsastheresultofinfluencetactics.Influencetactics:Oneperson’sactualbehaviorsdesignedtochangeanotherperson’sattitudes,beliefs,values,orbehaviors.Apartfromleaders,followerscanalsowieldpowerandinfluenceoverleadersaswellasovereachother.Influencecanbemeasuredbythebehaviorsorattitudesmanifestedbyfollowersasaresultofaleader’sinfluencetactics.ImportantDistinctions3Leaderswithrelativelyhighamountsofpowercancausefairlysubstantialchangesinsubordinates’attitudesandbehaviors.Amountofpowerfollowershaveinworksituationscanalsovarydramatically.Somefollowersmayexertrelativelymoreinfluenceoveragroupthantheleaderdoesincertainsituations.ImportantDistinctions4Individualswitharelativelylargeamountofpowermaysuccessfullyemployawidervarietyofinfluencetactics.Followersoftencanuseawidervarietyofinfluencetacticsthantheleader.Thisisbecausetheformalleaderisnotalwaysthepersonwhopossessesthemostpowerinaleadershipsituation.SourcesofLeaderPowerFurniturearrangementShapeofthetableusedformeetingsandseatingarrangementsProminentlydisplayedsymbolsAppearancesoftitleandauthorityChoiceofclothingPresenceorabsenceofcrisisFigure4.1:SourcesofLeaderPowerintheLeader–Followers–SituationFrameworkAccessthetextalternativeforslideimages.FrenchandRaven’sBasesofSocialPower:ExpertPowerExpertpower:Powerofknowledge.Somepeoplecaninfluenceotherswiththeirrelativeexpertiseinparticularareas.Followersmayhavemoreexpertpowerthanleadersattimes.Ifdifferentfollowershaveconsiderablygreateramountsofexpertpower,theleadermaybeunabletoinfluencethemusingexpertpoweralone.FrenchandRaven’sBasesofSocialPower:ReferentPowerReferentpower:Potentialinfluenceonehasbecauseofthestrengthoftherelationshipbetweentheleaderandthefollowers.Takestimetodevelopbutcanbelostquickly.Desiretomaintainreferentpowermaylimitaleader’sactionsincertainsituations.Thestrongertherelationship,themoreinfluenceleadersandfollowersexertovereachother.Followerswithrelativelymorereferentpowerthantheirpeersareoftenspokespersonsfortheirunitsandhavemorelatitudetodeviatefromworkunitnorms.FrenchandRaven’sBasesofSocialPower:LegitimatePowerLegitimatepower:Dependsonaperson’sorganizationalroleorhisorherformalorofficialauthority.Allowsexertionofinfluencethroughrequestsordemandsdeemedappropriatebyvirtueofone’sroleandposition.Holdingapositionandbeingaleaderarenotsynonymous.Effectiveleadersoftenintuitivelyrealizetheyneedmorethanlegitimatepowertobesuccessful.Followerscanusetheirlegitimatepowertoinfluenceleaders.Theycanresistaleader’sinfluenceattemptbydoingonlyworkspecificallyprescribedinjobdescriptions,bureaucraticrules,orunionpolicies.FrenchandRaven’sBasesofSocialPower:

RewardPower1Rewardpower:Involvesthepotentialtoinfluenceothersthroughcontroloverdesiredresources.Potentialtoinfluenceothersthroughrewardpowerisajointfunctionoftheleader,thefollowers,andthesituation.FrenchandRaven’sBasesofSocialPower:RewardPower2Problemsassociatedwithrewards.Assumptionthattherewardsgivenbyacompanytoaworkercouldbethesimilartowhattheworkerexpected.Rewardsmayproducecompliancebutnototherdesirableoutcomeslikecommitment.Overemphasizingperformancerewardsaspayoffforperformancecanleadtoworkersfeelingresentfulandmanipulated.Extrinsicrewardssuchaspraiseorcompensationmaynothavethesamebehavioraleffectsasintrinsicrewardssuchaspersonalgrowthanddevelopment.Allleaderscanusesomeofthemostimportantrewards—sincerepraiseandthankstoothersfortheirloyaltyandwork.FrenchandRaven’sBasesofSocialPower:RewardPower3Leaderscanenhancetheirabilitytoinfluenceothersbasedonrewardpowerby:Determiningwhatrewardsareavailableandmostvaluedbysubordinates.Establishingpoliciesforthefairandconsistentadministrationofrewardsforgoodperformance.Followerscanexerciserewardpoweroverleadersby:Controllingscarceresources.Modifyingtheirlevelofeffortbasedontheleader’sperformance.FrenchandRaven’sBasesofSocialPower:CoercivePowerCoercivepower:Potentialtoinfluenceothersthroughtheadministrationofnegativesanctionsortheremovalofpositiveevents.Relianceonthispowerhasinherentlimitationsanddrawbacks.Informalcoercioncanchangetheattitudesandbehaviorsofothers.Oneofthemostcommonformsofcoercionisasuperior’stemperamentaloutbursts.Followersthatusecoercivepowertoinfluencealeader’sbehaviortendtohavearelativelyhighamountofreferentpoweramongcoworkers.ConcludingThoughtsaboutFrenchandRaven’sPowerTaxonomy1Leaderscanusuallyexertmorepowerduringacrisisthanduringperiodsofrelativecalm.Duringacrisis,followersmaybemoreeagertoreceivedirectionandcontrolfromleaders.Researchindicatesthatleaderswhorelyonreferentandexpertpowershavesubordinateswho:AremoremotivatedandsatisfiedAreabsentlessPerformbetterConcludingThoughtsaboutFrenchandRaven’sPowerTaxonomy2Followinggeneralizationscanbemadeaboutpowerandinfluence:Effectiveleaderstakeadvantageofalltheirsourcesofpower.Leadersinwell-functioningorganizationsareopentobeinginfluencedbytheirsubordinates.Leadersvaryintheextenttowhichtheysharepowerwithsubordinates.Effectiveleadersgenerallyworktoincreasetheirvariouspowerbasesorbecomemorewillingtousetheircoercivepower.LeaderMotives1Peoplevaryintheirmotivationtoinfluenceorcontrolothers.Thisisknownastheneedforpowerandisexpressedinthefollowingways:Personalizedpowerisexercisedforpersonalneedsbyselfish,impulsive,uninhibitedindividualswholackself-control.Socializedpowerisusedforthebenefitofothersortheorganizationandinvolvesself-sacrifice.ThematicApperceptionTest,aprojectivepersonalitytest,canassesstheneedforpower.Needforpowerisfoundtobepositivelyrelatedtovariousleadershipeffectivenesscriteria.LeaderMotives2Leaderswhoarerelativelyuninhibitedintheirneedforpowerwillusepowerimpulsivelytomanipulateorcontrolothers,ortoachieveatanother’sexpense.Leaderswithahighneedforpowerbutlowactivityinhibitionmaybesuccessfulintheshortterm,buttheremainderoftheorganizationmaypayhighcostsforthissuccess.Somefollowershaveahighneedforpower,whichcanleadtotensionbetweentheleaderandthefollower.LeaderMotives3Individualsvaryintheirmotivationtomanage.Minerdescribesmotivationtomanageintermsofthefollowingcomposites:Maintaininggoodrelationshipswithauthorityfigures.Wantingtocompeteforrecognitionandadvancement.Beingactiveandassertive.Wantingtoexerciseinfluenceoversubordinates.Beingvisiblydifferentfromfollowers.Beingwillingtodoroutineadministrativetasks.LeaderMotives4Miner’sSentenceCompletionScaleorMSCSmeasuresaperson'smotivationtomanage.TheoverallcompositeMSCSscoreconsistentlypredictsleadershipsuccessinhierarchicalorbureaucraticorganizations.Findingsconcerningneedforpowerandmotivationtomanagehaveseveralimplicationsforleadershippractitioners.Notallindividualslikebeingleaders.Highneedforpowerormotivationtomanagedoesnotguaranteeleadershipsuccess.LeaderMotives5Highneedforsocializedpowerandahighlevelofactivityinhibitionmayberequiredforlong-termleadershipsuccess.Followersandleadersdifferintheneedforpower,activityinhibition,andmotivationtomanage.TypesofInfluenceTacticsUsedbyanAgentonATargetBasedontheInfluenceBehaviorQuestionnaire1Rationalpersuasion:

Whenlogicalargumentsorfactualevidenceisusedtoinfluenceothers.Inspirationalappeals:Whenarequestorproposalisdesignedtoarouseenthusiasmoremotionsintargets.Consultation:Whentargetsareaskedtoparticipateinplanninganactivity.Ingratiation:Whenanagentattemptstogetatargetinagoodmoodbeforemakingarequest.TypesofInfluenceTacticsUsedbyanAgentonATargetBasedontheInfluenceBehaviorQuestionnaire2Personalappeals:Whenatargetisaskedtodoafavoroutoffriendship.Exchange:Whenatargetisinfluencedthroughtheexchangeoffavors.Coalitiontactics:Whenagentsseekthehelpofotherstoinfluencethetarget.Pressuretactics:Whenthreatsorpersistentremindersareusedtoinfluencetargets.Legitimizingtactics:Whenagentsmakerequestsbasedontheirpositionorauthority.InfluenceTacticsandPower1Astrongrelationshipexistsbetweentherelativepowerofagentsandtargetsandthetypesofinfluencetacticsused.Leaderswithhighreferentpowergenerallydonotuselegitimizingorpressuretactics.Leaderswithonlycoerciveorlegitimatepowertendtousecoalition,legitimizing,orpressuretactics.InfluenceTacticsandPower2Hardtacticsareusedwhen:Aninfluencerhastheupperhand.Resistanceisanticipated.Theotherperson’sbehaviorviolatesimportantnorms.InfluenceTacticsandPower3Softtacticsareusedwhen:Oneisatadisadvantage.Resistanceisexpected.Thereispersonalbenefitiftheattemptissuccessful.Rationaltacticsareusedwhen:Partiesarerelativelyequalinpower.Resistanceisnotanticipated.Benefitsareorganizationalaswellaspersonal.InfluenceTacticsandPower4Usinginfluencetacticsisasocialskill.OtherwaystosuccessfullyinfluencesuperiorsThoroughlypreparingbeforehand.Involvingothersforsupportorcoalitiontactics.Persistingthroughacombinationofapproaches.Peopleselectinfluencetacticsasafunctionoftheirpowerrelationshipwithanotherperson.Relationshipholdstrueuniversallyacrossdifferentsocialdomains.AConcludingThoughtaboutInfluenceTacticsLeadersshouldpayattentiontotheactualinfluencetacticstheyuseandwhytheybelieveparticularmethodsareeffective.Influenceeffortsintendedtobuildothersupmorefrequentlyleadtopositiveoutcomesthaninfluenceeffortsintendedtoputothersdown.SummaryByreflectingontheirdifferentbasesofpower,leadersmaybetterunderstandhowtheycanaffectfollowersandevenexpandtheirpower.Leaderscanimprovetheireffectivenessb