Power and Influence Tactics

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-1
 After studying this chapter, you should be
able to:
 Understand the process by which power is
acquired or lost in organizations.
 Understand the consequences of power for
leadership effectiveness.
 Understand ways to use power effectively.

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-2
  Understand the different types of influence
tactics used in organizations.
 Understand how the tactics are used to
influence subordinates, peers, and superiors.
 Understand effective ways to use the tactics.

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 Understand the process by which
power is acquired or lost in
organizations

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  Power

 Authority

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  Instrumental compliance

 Internalization

 Personal identification

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  Impression management

 Political

 Proactive

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  Commitment

 Compliance

 Resistance

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  Legitimate
 Reward
 Coercive
 Referent
 Expert
 Information
 Ecological
 Position and Personal

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  Social exchange theory

 Strategic contingencies theory

 Institutionalization of power

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 Understand the consequences of power
for leadership effectiveness

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-11
 Effective Leaders:

 Have more expert and referent power

 Rely on personal power more than position

power

 Have a moderate amount of position power

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-12
 Power and organizational change

 Expert and referent power for persuasion

 Personal and position power increases the

likelihood of success

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-13
  Position power is an important source of
influence

 Position power can enhance personal power

 Control over information complements expert

power

 Reward power facilitates deeper exchange

relationships

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  Reward power enhances referent power

 Some coercive power is necessary to support

legitimate and expert power

 Coercive power is needed to restrain disruptive

influences

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  A moderate amount of position power is
necessary

 Personal power is less susceptible to misuse

 Extensive expert power can lead to failure

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 Understand ways to use power
effectively

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 How to Use:

 Legitimate Power
 Reward Power
 Coercive Power
 Expert Power
 Referent Power

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-18
 Understand the different types of
influence tactics used in organizations

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-19
  Rational persuasion  Ingratiation
 Apprising  Personal appeals
 Inspirational appeals  Legitimating
 Consultation  Pressure
 Exchange  Coalition
 Collaboration

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  Rational persuasion

 Consultation

 Collaboration

 Inspirational appeals

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  Effects of individual tactics

 Combining tactics

 Sequencing tactics

 Resisting influence attempts with tactics

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 Understand how the tactics are used to
influence subordinates, peers, and
superiors

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-23
  Guidelines are suggestions and not
prescriptions

 Situational analysis for tactic feasibility

 Determine best form of tactic to use

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-24
 Understand effective ways to use the
tactics

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-25
 Influence tactics are useful when a request is:
 Unusual

 Controversial

 Difficult to do

 Or when the agent has little authority

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-26
 Relevant aspects of the situation
 Agent-target relationship

 Agent’s power and authority

 Agent’s interpersonal skills

 Type of influence objective

 Target perception of request

Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-27