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Power and Leadership
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Key Objectives
Define power and its key role in leadership
Discuss typical reactions to power
Identify the individual and organizational sources
of power available to leaders and describe their
consequences for followers and organizations
Explain the sources of power corruption and
present ways to prevent its occurrence
Discuss empowerment and the individual and
organizational factors needed to achieve it.
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Definitions
Power: the ability of one person to influence
others and exercise control over them
Influence: the power to affect the course of an
action
Authority: power vested in position
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Reactions to Power
Commitment: occurs when
followers welcome the influence
process and accept it as
reasonable and legitimate
Compliance: followers accept the
influence process and go along
with the request, but are not
committed to carrying it out.
Resistance: followers do not agree
with the attempt at influence and
either actively or passively resist
it.
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Individual Sources of Power
Legitimate power: based on a person holding a
formal position; others comply because they accept
the legitimacy of the position of the power holder.
Reward power: based on a person’s access to rewards.
Compliance based on desire for rewards.
Coercive power: based on ability to punish.
Compliance based on fear of punishment.
Expert power: based on a person’s expertise,
competency and information in a certain area.
Others comply because they believe in the
power holder’s knowledge and competence.
Referent power: based on person’s attractiveness to and
friendship with others. Other’s comply because they respect
and like the power holder.
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Individual Sources of Power
Position powers Legitimate, Reward and Coercive power are Position powersaccess to power depends upon person’s position
Depend upon the organization; Once a person’s title, or access
to rewards or punishment is removed, the leaders relying on
these sources loses power.
Person-based powers Expert and Referent power are based on the
person, not the organization
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Reactions to Power
Coercive Power
Resistance
Reward Power
Legitimate Power
Compliance
Expert Power
Referent Power
Commitment
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Using Power: Influence Tactics and
Consequences
Rational Persuasion:
Use logical arguments and factual evidence
Commitment likely when target is somewhat in agreement
Compliance likely
Resistance possible when other doesn’t share objectives
Inspirational Appeals:
•Make an emotional or value-based appeal.
•Arouse strong emotions and link request to person’s need or
values in hopes that enthusiasm and commitment results.
•Can appeal to person’s ideals; e.g., loyalty, patriotism, justice
•Can be brief explanation (“Do it for your country”) to an inspirational
speech (“I have a dream”).
•Dr Martin Luther King Jr I Have Dream Speech
•Effectiveness can be enhanced by using vivid imagery and
metaphors, manipulating symbols, using gestures.
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Consultation
• Commitment is increased by asking others for their input into
decisions.
•Paradox
Ingratiation
• Do something that makes someone feel better about you.
• Includes giving compliments, do unsolicited favors, act respectful,
act friendly prior to making request without appearing manipulative.
• Commitment can result if used correctly.
• Compliance likely.
• Resistance unlikely.
• Catch:
Personal Appeal
• Ask someone to do a favor based on friendship or loyalty.
• Person must like you or feel loyal to you.
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Exchange
• Use explicit or implicit offer to reward person for doing
request.
• Commitment unlikely.
• Compliance likely (need to offer something desirable and be
able to provide that)
• Incentives include tangible rewards (raise, bonus, trip),
scarce resources, information, help with another task, career
or political support.
Coalition Building
• Get others to work with you to influence the target.
• Can be direct or indirect.
• Commitment unlikely. Compliance likely. Resistance
possible.
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Legitimate Tactics
• Attempt is made to establish the authority
•Student Handbook
• Commitment is unlikely.
• Compliance likely if request is viewed as legitimate and proper,
or routine request.
• Resistance likely if request is unusual, exceeds authority, or
when target does not know your authority.
• Types
Pressure
• Use threats, warning, and assertive behavior to get compliance
with request.
• May work for lazy or apathetic people.
• Includes such behaviors as constant checking, “do this or else”
or “if you don’t do this…”
• Commitment is unlikely.
• Resistance may occur if tactic is used too often, especially with
the hard tactics of threats and warning. They may result in bad
side effects: resentment, undermining behavior.
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Organizational Sources of Power
These sources of power can be used by individuals, but are
especially important for teams
Coping with uncertainty- power based on the ability to reduce
uncertainty for others; (e.g., obtaining needed info,
forecasting, having alternatives for dealing with change)
Centrality- power based on being central to how the
organization achieves its mission and goals (e.g., being close
to the client, or close to the CEO)
Dependency- power based on others depending on power
holder to get their work done (e.g., team provides info and
resources)
Substitutability- power based on providing a unique and
irreplaceable service or product to others
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Corruption:
The Dark Side of Power
One of the consequences of power is the increased
distance b/w leaders and followers, which can lead
leaders to become uninformed, unrealistic, and engage
in unethical decision making
Power abusers more concerned with maintaining
power than with developing followers and achieving
organizational goals
We will consider causes, consequences
and solutions to abuse of power
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Causes of Power Corruption:
Leaders Characteristics
Often intelligent, but inflated view of self; arrogant
and controlling, power hungry, rigid and inflexible
Work well with supervisors and impress them, but
uncaring and vicious with subordinates
Sense of entitlement (believes they deserve special
treatment
Willingness to exploit others
Lack of empathy
Overly concerned with power
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Causes of Power Corruption:
Organizational Characteristics
Organizational culture
Hiring practices based on personal
relationships
Short-term orientation
Centralized structure
High uncertainly and chaos
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Corruption: Corruption Cycle
(Processes)
Leader characteristics and org’l factors lead to
follower compliance
Comply b/c of personal commitment, truly respect
leader’s expertise, or fear of retribution or desire to
obtain rewards and resources
Compliance signals leader that action are OK,
which reinforces inflated view of themselves
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Corruption Cycle
Causes
Leader
Characteristics
Organizational
Factors
Processes
• Compliance
• Distance from others
• Inflated view of self
• Follower submission
• Follower dependence
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Consequences
• Poor decisions
• Coercion
• Devaluation of
others
• Ethical and legal
violations
Corruption: Consequences
Poor decisions
Increased distance results in poor decision
making because they lack relevant information
Employees filter info, avoid giving bad news, hide
mistakes, providing overly rosy picture
Devaluation of Others
B/c of compliance, leaders may see followers as
dependent and incapable of autonomous
behavior and decisions; rely less on persuasion,
more on coercion
Becomes self-fulfilling prophesy
Ethical and Legal Violations
Come to believe regular rules just don’t apply to
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them
Solutions to Corruption
Make leaders accountable
Maintain checks and balances
Encourage open and broad
communication and feedback
Involve leaders in day-to-day
activities
Reduce followers’ dependency on leader
Use objective measures of performance
Involve outsiders in decision making
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Change the organizational culture
Empowerment
Sharing power with subordinates
Pushing decision making and
implementation power to the lowest
possible level
Increase the power and autonomy of all
people in the organization
Power sharing
Gives employees control and a sense of
accomplishment
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Empowerment: Leadership Factors
Create a positive emotional atmosphere
that encourages followers to share ideas,
participate in decision making and take
risks
Set high performance standards
Encourage initiative and responsibility
Reward openly and personally
Practice equity and collaboration
Express appropriate confidence in
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subordinates
Empowerment: Organizational
Factors
Decentralize structure and decision
making
Select and train leaders appropriately
Select and train employees
appropriately
Remove bureaucratic constraints
Reward empowering behaviors
Create fair and open organization
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policies