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CHAPTER 8Power and Influence Tactics
8-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in
Organizations
Learning Objectives
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
Learning Objectives (Cont.)
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.
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-3
LEARNING OBJECTIVE 1
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-4
Understand the process by which power is acquired or lost in
organizations
Power and Influence Concepts
Power
Authority
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-5
Influence Processes
Instrumental compliance
Internalization
Personal identification
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-6
General Types of Influence Tactics
Impression management
Political
Proactive
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-7
Influence Outcomes
Commitment
Compliance
Resistance
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-8
Power Sources
Legitimate Reward Coercive Referent Expert Information Ecological Position and Personal
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-9
How Power is Acquired and Lost
Social exchange theory
Strategic contingencies theory
Institutionalization of power
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-10
LEARNING OBJECTIVE 2
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-11
Understand the consequences of power for leadership effectiveness
Consequences of Power
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
Consequences of Power (Cont.)
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
Consequences of Power (Cont.)
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
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-14
Consequences of Power (Cont.)
Reward power enhances referent power
Some coercive power is necessary to support legitimate and expert power
Coercive power is needed to restrain disruptive influences
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-15
Consequences of Power (Cont.)
A moderate amount of position power is necessary
Personal power is less susceptible to misuse
Extensive expert power can lead to failure
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-16
LEARNING OBJECTIVE 3
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-17
Understand ways to use power effectively
Guidelines for Using Power
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
LEARNING OBJECTIVE 4
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-19
Understand the different types of influence tactics used in
organizations
Influence Tactics
Rational persuasion Apprising Inspirational
appeals Consultation Exchange Collaboration
Ingratiation Personal appeals Legitimating Pressure Coalition
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-20
Core Tactics
Rational persuasion
Consultation
Collaboration
Inspirational appeals
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-21
Use of Influence Tactics
Effects of individual tactics
Combining tactics
Sequencing tactics
Resisting influence attempts with tactics
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-22
LEARNING OBJECTIVE 5
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-23
Understand how the tactics are used to influence subordinates,
peers, and superiors
Using Influence Tactics
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
LEARNING OBJECTIVE 6
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-25
Understand effective ways to use the tactics
Effective Ways to Use Influence Tactice
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
Effective Ways to Use Influence Tactics (Cont.)
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
