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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