OHT PP.1 OBJECTIVES The participants will: Identify five types of power.Identify five types of power. Identify the sources and limits of different types

OHT PP.OHT PP.11

OBJECTIVESOBJECTIVESThe participants will:The participants will:• Identify five types of power.Identify five types of power.• Identify the sources and limits of different Identify the sources and limits of different

types of power.types of power.• Differentiate between use and abuse of Differentiate between use and abuse of

different types of power.different types of power.• Explain how influencing and networking Explain how influencing and networking

complement one's power base.complement one's power base.• Identify potential activities for enhancing their Identify potential activities for enhancing their

power base.power base.• Begin to develop a Personal Power Begin to develop a Personal Power

Enhancement Plan.Enhancement Plan.

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OVERVIEWOVERVIEW• Definition and Importance of PowerDefinition and Importance of Power

• Who Has Power?Who Has Power?

• Types of PowerTypes of Power

• Sources and Limits of PowerSources and Limits of Power

• Analyzing Appropriate Use and Abuse of Analyzing Appropriate Use and Abuse of PowerPower

• Power SkillsPower Skills

• Increasing Your Power BaseIncreasing Your Power Base

• Personal Power Enhancement PlanPersonal Power Enhancement Plan

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POWERPOWER

Power is being able to influence Power is being able to influence the attitudes and/or behaviors of the attitudes and/or behaviors of others.others.

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RELATIONSHIP TO RELATIONSHIP TO LEADERSHIPLEADERSHIP

• Appropriate use of power is an essential Appropriate use of power is an essential leadership skill.leadership skill.

• Leadership is influencing others toward Leadership is influencing others toward the accomplishment of organizational the accomplishment of organizational goals.goals.

• Power = Influence potential.Power = Influence potential.

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A leader's effectiveness is A leader's effectiveness is dependent on the cooperation of dependent on the cooperation of others.others.

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Ethical uses of powerEthical uses of power exclude:exclude:

• Exploiting othersExploiting others

• Influencing others to illegal or Influencing others to illegal or immoral conductimmoral conduct

• Reducing others' self-esteemReducing others' self-esteem

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Positive use of power assumes:Positive use of power assumes:

• SensitivitySensitivity

• Preference for "win-win"Preference for "win-win"

• Effective interpersonal skillsEffective interpersonal skills

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POWERPOWER

Power is being able to influence Power is being able to influence the attitudes and/or behaviors of the attitudes and/or behaviors of others.others.

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FORMAL POWERFORMAL POWER

• Tied to official positionTied to official position

• Authority over subordinatesAuthority over subordinates

• "Direct" or "order" subordinates"Direct" or "order" subordinates

• Higher positions = more powerHigher positions = more power

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WHEN FORMAL POWER IS USED, WHEN FORMAL POWER IS USED, OTHERS COMPLY BECAUSE OTHERS COMPLY BECAUSE

THEY BELIEVE YOU HAVE THE THEY BELIEVE YOU HAVE THE RIGHT TO TELL THEM WHAT TO RIGHT TO TELL THEM WHAT TO

DO AND THEY HAVE AN DO AND THEY HAVE AN OBLIGATION TO DO IT.OBLIGATION TO DO IT.

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REWARD POWERREWARD POWER

• Ability to give rewards in exchange Ability to give rewards in exchange for compliancefor compliance

• Rewards may be official or informalRewards may be official or informal

• Rewards must be meaningfulRewards must be meaningful

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WHEN REWARD POWER IS WHEN REWARD POWER IS USED, OTHERS COMPLY USED, OTHERS COMPLY

BECAUSE THEY WANT TO BECAUSE THEY WANT TO OBTAIN SOME BENEFIT WHICH OBTAIN SOME BENEFIT WHICH

YOU CONTROL!YOU CONTROL!

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COERCIVE POWERCOERCIVE POWER

• Ability to punish for noncomplianceAbility to punish for noncompliance

• Opposite of reward powerOpposite of reward power

• Punishment may be official or Punishment may be official or informalinformal

• Punishment must be meaningfulPunishment must be meaningful

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WHEN COERCIVE POWER IS WHEN COERCIVE POWER IS USED, OTHERS COMPLY USED, OTHERS COMPLY

BECAUSE THEY WANT TO AVOID BECAUSE THEY WANT TO AVOID SOME PUNISHMENT WHICH YOU SOME PUNISHMENT WHICH YOU

CONTROL.CONTROL.

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EXPERT POWEREXPERT POWER

• Having more knowledge or ability Having more knowledge or ability and using this to your advantageand using this to your advantage

• Others must be aware of your Others must be aware of your expertiseexpertise

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WHEN EXPERT POWER IS USED, WHEN EXPERT POWER IS USED, OTHERS COMPLY BECAUSE OTHERS COMPLY BECAUSE

THEY BELIEVE YOU KNOW MORE THEY BELIEVE YOU KNOW MORE THAN THEY DO AND THEY THAN THEY DO AND THEY

RESPECT YOUR EXPERTISE.RESPECT YOUR EXPERTISE.

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REFERENT POWERREFERENT POWER

• Being liked, admired, and trusted by Being liked, admired, and trusted by others.others.

• Using "charisma."Using "charisma."

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WHEN REFERENT POWER IS WHEN REFERENT POWER IS USED, OTHERS COMPLY USED, OTHERS COMPLY

BECAUSE THEY WANT TO BECAUSE THEY WANT TO PLEASE YOU AND THEY WANT PLEASE YOU AND THEY WANT YOUR PERSONAL APPROVAL.YOUR PERSONAL APPROVAL.

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SOURCES OF POWERSOURCES OF POWER

• Formal powerFormal power

• Reward powerReward power

• Coercive powerCoercive power

Ascribed or position power is given to an Ascribed or position power is given to an individual by virtue of organizational individual by virtue of organizational position.position.

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SOURCES OF POWER (cont'd)SOURCES OF POWER (cont'd)

Achieved or personal power is earnedAchieved or personal power is earned

• Expert powerExpert power

• Referent powerReferent power

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LIMITS OF POWERLIMITS OF POWER

• Formal, reward, coercive power are downward Formal, reward, coercive power are downward power only.power only.

• Formal power is limited by your assigned scope Formal power is limited by your assigned scope of authority.of authority.

• Reward power is limited by the desirability of Reward power is limited by the desirability of the reward.the reward.

• Overuse of coercive power leads to resistance.Overuse of coercive power leads to resistance.• Expert power is limited by others' perceptions.Expert power is limited by others' perceptions.

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OTHER FACTS ABOUT USE OF OTHER FACTS ABOUT USE OF POWERPOWER

• Expert and referent power can work Expert and referent power can work downward, across, and upward.downward, across, and upward.

• Individuals with low self-confidence rely on Individuals with low self-confidence rely on formal and coercive power.formal and coercive power.

• Most effective leaders rely on referent and Most effective leaders rely on referent and expert powers.expert powers.

• Creative tasks need referent or expert powers.Creative tasks need referent or expert powers.• Sophisticated/capable individuals are Sophisticated/capable individuals are

influenced more by expert and referent influenced more by expert and referent powers.powers.

• The more you use the more you lose.The more you use the more you lose.

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USING DIFFERENT POWER TYPES AND LIKELY USING DIFFERENT POWER TYPES AND LIKELY OUTCOMESOUTCOMES

WHEN YOU USEWHEN YOU USE TYPE OF OUTCOMETYPE OF OUTCOME

Commitment IsCommitment Is Compliance IsCompliance Is Resistance IsResistance Is

REFERENTREFERENTPOWERPOWER

LIKELYLIKELYIf request is believed to If request is believed to be important to leader.be important to leader.

POSSIBLEPOSSIBLEIf request is perceived as If request is perceived as unimportant to leader.unimportant to leader.

POSSIBLEPOSSIBLEIf request is perceived If request is perceived as harmful to leader.as harmful to leader.

EXPERTEXPERTPOWERPOWER

LIKELYLIKELYIf request is persuasive If request is persuasive and subordinates and subordinates share leader's goals.share leader's goals.

POSSIBLEPOSSIBLEIf request is persuasive but If request is persuasive but subordinates don't care subordinates don't care about goals.about goals.

POSSIBLEPOSSIBLEIf leader is arrogant If leader is arrogant or insulting, or if or insulting, or if subordinates oppose goals.subordinates oppose goals.

FORMAL FORMAL POWERPOWER

POSSIBLEPOSSIBLEIf request is polite and If request is polite and appropriate.appropriate.

LIKELYLIKELYIf request is seen as If request is seen as appropriate.appropriate.

POSSIBLEPOSSIBLEIF request is arrogant IF request is arrogant and/or inappropriate.and/or inappropriate.

REWARD REWARD POWERPOWER

POSSIBLEPOSSIBLEIf used in a subtle, If used in a subtle, very personal way.very personal way.

LIKELYLIKELYIf used in a routine, If used in a routine, impersonal way.impersonal way.

POSSIBLEPOSSIBLEIF used in a manipulative, IF used in a manipulative, arrogant way.arrogant way.

COERCIVECOERCIVEPOWERPOWER

VERY UNLIKELYVERY UNLIKELYRegardless of how it's Regardless of how it's done!done!

POSSIBLEPOSSIBLEIf used in helpful, If used in helpful, nonpunitive way.nonpunitive way.

LIKELYLIKELYIf overused or used in a If overused or used in a hostile or manipulative hostile or manipulative way.way.

Chart is adapted from Gary A. Yukl's Leadership in Organizations. New Jersey: Prentice-Hall, Chart is adapted from Gary A. Yukl's Leadership in Organizations. New Jersey: Prentice-Hall, Inc.; p. 45.Inc.; p. 45.

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WHEN YOU WHEN YOU USEUSE TYPE OF OUTCOMETYPE OF OUTCOME


REFERENTREFERENTPOWERPOWER

LIKELYLIKELYIf request is If request is believed to be believed to be important to important to leader.leader.

POSSIBLEPOSSIBLEIf request is If request is perceived as perceived as unimportant unimportant to leader.to leader.

POSSIBLEPOSSIBLEIf request is If request is perceived as perceived as harmful to harmful to leader.leader.

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EXPERTEXPERTPOWERPOWER

LIKELYLIKELYIf request is If request is persuasive and persuasive and subordinates subordinates share leader's share leader's goals.goals.

POSSIBLEPOSSIBLEIf request is If request is persuasive but persuasive but subordinates subordinates don't care don't care about goals.about goals.

POSSIBLEPOSSIBLEIf leader is If leader is arrogant or arrogant or insulting, or if insulting, or if subordinates subordinates oppose goals.oppose goals.

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FORMALFORMALPOWERPOWER

LIKELYLIKELYIf request is If request is polite and polite and appropriate.appropriate.

LIKELYLIKELYIf request is If request is seen as seen as appropriate.appropriate.

POSSIBLEPOSSIBLEIf request is If request is arrogant arrogant and/or and/or inappropriate.inappropriate.

OHT PP.OHT PP.2727



REWARDREWARDPOWERPOWER

POSSIBLEPOSSIBLEIf used in a If used in a subtle, very subtle, very personal personal way.way.

LIKELYLIKELYIf used in a If used in a routine, routine, impersonal impersonal way.way.

POSSIBLEPOSSIBLEIf used in a If used in a manipulative, manipulative, arrogant way.arrogant way.

OHT PP.OHT PP.2828



COERCIVECOERCIVEPOWERPOWER

VERY VERY UNLIKELYUNLIKELYRegardless of Regardless of how it's how it's done!done!

POSSIBLEPOSSIBLEIf used in a If used in a helpful, helpful, nonpunitive nonpunitive way.way.

LIKELYLIKELYIf overused If overused or used in a or used in a hostile or hostile or manipulative manipulative way.way.

OHT PP.OHT PP.2929

FORMAL POWER DO'SFORMAL POWER DO'S

• Be politeBe polite

• Make requests in a confident toneMake requests in a confident tone

• Be specificBe specific

• Check for comprehensionCheck for comprehension

• Make sure your request is within your scope Make sure your request is within your scope of authorityof authority

• Require complianceRequire compliance

• Be responsive to subordinate concernsBe responsive to subordinate concerns

OHT PP.OHT PP.3030

FORMAL POWER DON'TSFORMAL POWER DON'TS

• Make demands outside of your scope of Make demands outside of your scope of authorityauthority

• Be arrogant and/or discourteousBe arrogant and/or discourteous

• Give ambiguous ordersGive ambiguous orders

• Make needless demands just to prove you Make needless demands just to prove you are in charge!are in charge!

• Bully subordinatesBully subordinates

OHT PP.OHT PP.3131

REWARD POWER DO'SREWARD POWER DO'S

• Make sure request is achievableMake sure request is achievable

• Make sure the reward is meaningful Make sure the reward is meaningful (desired)(desired)

• Make sure you have the ability/authority Make sure you have the ability/authority to deliver the rewardto deliver the reward

• Make sure your request is proper and Make sure your request is proper and ethicalethical

OHT PP.OHT PP.3232

REWARD POWER DON'TSREWARD POWER DON'TS

• Offer rewards for an undoable taskOffer rewards for an undoable task

• Offer meaningless rewards Offer meaningless rewards

• Offer rewards you can't deliverOffer rewards you can't deliver

• Offer rewards for improper Offer rewards for improper behavior (bribes)behavior (bribes)

OHT PP.OHT PP.3333

COERCIVE POWER DO'SCOERCIVE POWER DO'S

• Inform subordinates about rules and Inform subordinates about rules and penalties for violationpenalties for violation

• Administer discipline fairly and Administer discipline fairly and consistentlyconsistently

• Stay calm and avoid hostilityStay calm and avoid hostility

• Administer punishment privatelyAdminister punishment privately

• Make sure you have the ability/authority Make sure you have the ability/authority to deliver the threatened punishmentto deliver the threatened punishment

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COERCIVE POWER DON'TSCOERCIVE POWER DON'TS

• Make up rules as you go alongMake up rules as you go along• Play favoritesPlay favorites• Punish without being sure of your Punish without being sure of your

factsfacts• Threaten to do something you know is Threaten to do something you know is

beyond your authoritybeyond your authority• Punish in pubicPunish in pubic

OHT PP.OHT PP.3535

EXPERT POWER DO'SEXPERT POWER DO'S

• Promote/Advertise your own Promote/Advertise your own expertise in a subtle wayexpertise in a subtle way

• Prove/Demonstrate your expertiseProve/Demonstrate your expertise• Use your expertise to help othersUse your expertise to help others• Use your expertise to solve Use your expertise to solve

organizational problemsorganizational problems• Stay humbleStay humble

OHT PP.OHT PP.3636

EXPERT POWER DON'TSEXPERT POWER DON'TS

• Flaunt your expertiseFlaunt your expertise• Claim expertise you don't possessClaim expertise you don't possess• Use your expertise to reduce others' Use your expertise to reduce others'

self-esteemself-esteem• Hoard information which others needHoard information which others need• Get conceited and arrogantGet conceited and arrogant

OHT PP.OHT PP.3737

REFERENT POWER DO'SREFERENT POWER DO'S

• Accept others as they areAccept others as they are

• Express affection and trustExpress affection and trust

• Show concern for others' welfareShow concern for others' welfare

• Be a good role modelBe a good role model

• Learn how to make personal appeals Learn how to make personal appeals (Do it for ME!)(Do it for ME!)

OHT PP.OHT PP.3838

REFERENT POWER DON'TSREFERENT POWER DON'TS

• Overuse personal appealsOveruse personal appeals

• Violate others' trust in youViolate others' trust in you

• Take advantage of others because Take advantage of others because they like youthey like you

• Ask others to do something Ask others to do something improper out of friendshipimproper out of friendship

OHT PP.OHT PP.3939

POWER SKILLSPOWER SKILLS

InfluencingInfluencing

• Basis of leader's effectivenessBasis of leader's effectiveness

• Influence attempts are critical and Influence attempts are critical and constantconstant

• Map out influence planMap out influence plan

• Influence plan helps leader determine Influence plan helps leader determine power strategiespower strategies

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POWER SKILLS (cont'd)POWER SKILLS (cont'd)

Influence plan questionsInfluence plan questions

• Whom do you want to influence?Whom do you want to influence?

• What do you want them to do?What do you want them to do?

• What's in it for them?What's in it for them?

• Do they lose anything if they refuse?Do they lose anything if they refuse?

OHT PP.OHT PP.4141

POWER SKILLS (cont'd)POWER SKILLS (cont'd)

Influence plan questionsInfluence plan questions

• How do they feel about you?How do they feel about you?

• What will be the main objections?What will be the main objections?

• How will you respond to each How will you respond to each objection?objection?

• What do you plan to say?What do you plan to say?

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CHARACTERISTICS OF CHARACTERISTICS OF INFLUENTIAL PEOPLEINFLUENTIAL PEOPLE

• Know what they wantKnow what they want• Know they have a right to get what they wantKnow they have a right to get what they want• Are articulateAre articulate• Are sensitiveAre sensitive• Have credibilityHave credibility• Know how to deal with oppositionKnow how to deal with opposition• Have good selling skillsHave good selling skills• Know what motivates othersKnow what motivates others• Seek visibilitySeek visibility

OHT PP.OHT PP.4343

NETWORKINGNETWORKING

Developing cooperative relationships Developing cooperative relationships with people who can or might with people who can or might someday be able to assist you in someday be able to assist you in reaching a goal.reaching a goal.

OHT PP.OHT PP.4444

Your network might include:Your network might include:

• People with expertisePeople with expertise

• People with powerPeople with power

• People with informationPeople with information

• People with access to decision-makersPeople with access to decision-makers

• People who control resourcesPeople who control resources

OHT PP.OHT PP.4545

CULTIVATE RELATIONSHIPSCULTIVATE RELATIONSHIPS

• Identify areas of common interestIdentify areas of common interest

• Identify ways you can help themIdentify ways you can help them

• Identify resources you can tradeIdentify resources you can trade

• Do things that make them like youDo things that make them like you

OHT PP.OHT PP.4646

SUMMARYSUMMARY• Appropriate use of power is a critical leadership Appropriate use of power is a critical leadership

skillskill

• COs have a variety of powersCOs have a variety of powers

• Formal, reward, and coercive powers work Formal, reward, and coercive powers work downward onlydownward only

• Referent and expert powers work downward, Referent and expert powers work downward, upward, and acrossupward, and across

• Effective COs consciously strive to enhance their Effective COs consciously strive to enhance their power basepower base

Documents

OHT PP.1 OBJECTIVES The participants will: Identify five types of power.Identify five types of power. Identify the sources and limits of different types