Power and Influence in Leadership
Definition: Ability to get someone to do something they otherwise wouldn’t |
Key Point: Power is relational, situational, and based on perception |
Functional: Motivates, inspires, and advances goals |
Dysfunctional: Manipulates, threatens, or creates unfair advantages |
Building and Enhancing Power
Build Position Power |
Demonstrate ability to meet urgent needs (criticality) |
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Show relevance of your work to organizational goals (centrality) |
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Expand communication networks and task relevance |
Enhance Personal Power |
Build Expertise: Gain advanced training and education |
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Enhance Likeability: Be agreeable, supportive, and approachable |
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Develop Political Savvy: Learn to negotiate and persuade effectively |
Power Types and Reactions
Power Type |
Source |
Best Used For |
Likely Reaction |
Legitimate |
Formal position/title |
Enforcing rules, structure |
Compliance |
Reward |
Ability to give rewards |
Motivating performance |
Compliance |
Coercive |
Ability to punish |
Enforcing discipline |
Resistance |
Expert |
Knowledge, skills, expertise |
Solving complex problems |
Commitment |
Referent |
Charisma, likability |
Inspiring and motivating |
Commitment |
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Sources of Power
Organizational Power |
Personal Power |
Legitimate Power: Authority from position/title |
Expert Power: Knowledge, skills, or expertise |
Reward Power: Ability to give rewards (e.g., bonuses, promotions) |
Referent Power: Charisma, likability, or admiration |
Coercive Power: Ability to punish or impose consequences |
Guidelines for Using Power
Type of Power |
Guidelines |
Legitimate |
- Be polite and clear - Explain reasons for requests - Don’t exceed authority - Follow up to ensure compliance |
Reward |
- Offer fair, ethical rewards - Don’t overpromise - Explain criteria for rewards - Deliver rewards as promised |
Coercive |
- Clearly explain rules and consequences - Respond to infractions promptly - Investigate before acting - Use fair, proportional punishments |
Expert |
- Explain why requests are important - Provide evidence for proposals - Avoid rash or inconsistent statements - Act decisively in crises |
Referent |
- Show acceptance and positive regard - Be supportive and helpful - Do unsolicited favors - Keep promises and defend your team |
Key Takeaways
Power is Relational: Depends on leader-follower dynamics. |
Power is Situational: Different types of power work in different contexts. |
Ethical Use: Inspire and motivate, don’t control or manipulate. |
Reactions Matter: Commitment (best), compliance (neutral), resistance (worst). |
The Dark Side of Power
Misuse of Power |
Manipulation, threats, or unfair advantages |
Consequences |
Loss of trust, resistance, low morale, and organizational dysfunction |
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