Transcript Power and Influence - University of South Florida

Power
and
Influence
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“You do not lead by hitting people
over the head -- that’s assault,
not leadership.”
Dwight D. Eisenhower
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Overview
 Power vs. Influence
 Sources of Power
 Transforming Power into
Influence
 Case Study (OTS only)
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Power Defined
The capacity to produce effects
on others
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Influence Defined
The degree of actual change as a
result of power
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Expert Power
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Is the power of knowledge
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Followers can have more expert
power than leaders in certain
situations
Example: Leader new to unit
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Referent Power
 Refers to the influence one has due to
the strength of the relationship
between the leader and the followers
 Often takes time to develop
Example: Followers admire and
respect the leader
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Legitimate Power
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One’s formal or official authority
Example: Authority you have due to
your rank
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Reward Power

The potential to influence others due to
one’s control over desired resources
Examples: OPRs, EPRs, PRFs, awards
and decorations,
Officer/Enlisted/Civilian of the Quarter
Award
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Coercive Power

The potential to influence others
through the administration of negative
sanctions
Examples: LORs, LOCs, Article 15s,
Courts-martial
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Influence Strategies
 The Three R’s
• Retribution
• Reciprocity
• Reason
 Can be manipulative, inappropriate or
dishonest
 Knowing about these makes you aware of
their use by others
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Retribution: Pros & Cons
• Produces
immediate effect
• Follows manager
specifications
• Creates resistance,
resentment,
alienation
• Stifles initiative and
innovation
• Use sparingly;
reserve for crisis
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Reciprocity: Pros & Cons
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Get results without
resentment
Both parties benefit
Don’t have to justify
actions
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Requires trust
History may catch up
Subordinates expect
negotiation for every
request
Undercuts group
commitment
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Reason: Pros & Cons
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Higher form of
compliance
Relies on commitment
to group principles
Seen as highly
effective
Low levels of stress
High level of job
satisfaction

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Demonstrate that you
will not use coercion
and intimidation
Takes time to build
trust and
understanding
More people and more
time
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Upward Influence
 Influence on a superior
 Influence to shield subordinates from
distraction from getting job done
 Strengthens your power base
 Must sell the issue of concern to superiors
• Must be important to you and the boss
• Important enough to require attention
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Trickle-Up Influence
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Necessary because of decentralization of today’s
workplace.
Superiors need to be informed.
Speak up - talk about good ideas to superiors
Team up - gather allies for credibility
Lead up - display open-mindedness, support,
trust
Be straightforward
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Power for Effective Leadership
 Establish power through personal attributes
 Transform power into influence using
• Retribution
• Reciprocity
• Reason
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Use power to engender trust
Emphasize reciprocity and reason
Use retribution in crises
Influence flows downward and upward
Motivation for upward influence should be for
good of group, not personal ambition
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Case Study
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Summary
 Power vs. Influence
 Sources of Power
 Transforming Power into
Influence
 Case Study (OTS only)
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A Good Thought
“ Whoever knows how to restrain and
effectively release power finds . . . that
power flows back to him.”
A. Bartlett Giamatti
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A Better Thought
“ Leaders who share their power and their time
can accomplish extraordinary things. The
best leaders understand that leadership is
the liberation of talent; hence they gain
power not only by constantly giving it away,
but also by not grabbing it back.”
MG Perry Smith, “Learning to Lead”
Marine Corps Gazette, Jan 1997
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