Mata kuliah : J0782 - Kepemimpinan Entrepreneurial Global
Tahun
: 2010
Kekuasaan dan Pengaruh
Chapter 6
Learning Objectives
• Understand how position and personal attributes can be
a source of power for leaders
• Understand the process by which power is acquired or
lost in organizations
• Understand the consequences of power for leadership
effectiveness
Learning Objectives (Cont.)
• Understand some of the psychological
processes that explain how leaders influence
people
• Understand the different types of influence
tactics used in organizations
• Understand how proactive tactics are typically
used in influence attempts with subordinates,
peers, or superiors
• Understand the relative effectiveness of different
proactive tactics
Conceptions of Power and Influence
• Power – Capacity of one party to influence
another party
• Authority – The rights, prerogatives, obligations,
and duties associated with particular positions in
an organization or social system
Outcomes of Influence Attempts
• Commitment – The target person internally
agrees with a decision or request and makes a
great effort to carry out the request
• Compliance – The target person is willing to do
what the agent asks but is apathetic rather than
enthusiastic about it and will make only a
minimal effort
• Resistance – The target person is opposed to
the proposal or request and actively tries to
avoid carrying it out
Types of Resistance
• Refuse to carry out the request
• Make excuses about why the request cannot be carried
out
• Try to persuade the agent to withdraw or change the
request
• Ask higher authorities to overrule the agent’s request
• Delay acting in the hope that the agent will forget about
the request
• Make a pretense of complying but try to sabotage the
task.
Influence Processes
• Instrumental Compliance – The target person carries out
a requested action for the purpose of obtaining a reward
or avoiding punishment
• Internalization – The target person becomes committed
to supporting and implementing the agent’s proposals
because they appear to be intrinsically desirable and
correct
• Personal Identification – The target person imitates the
agent’s behavior or adopts the same attitudes to please
the agent and to be like the agent
Power Types and Sources
Different Types of Power
Guidelines for Using Legitimate
Authority
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Make polite, clear requests
Explain the reasons for a request
Do not exceed your scope of authority
Verify authority if necessary
Follow proper channels
Follow up to verify compliance
Insist on compliance if appropriate
Guidelines for Using Reward Power
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Offer the type of rewards that people desire
Offer rewards that are fair and ethical
Do not promise more than you can deliver
Explain the criteria for giving rewards and keep it
simple
• Provide rewards as promised if requirements are met
• Use rewards symbolically (not in a manipulative way)
Guidelines for Using Coercive Power
• Explain rules and requirements, and ensure that people
understand the serious consequences of violations
• Respond to infractions promptly and consistently without
showing favoritism to particular individuals
• Investigate to get the facts before using reprimands or
punishment, and avoid jumping to conclusions or making
hasty accusations
• Except for the most serious infractions, provide sufficient
oral and written warnings before resorting to punishment
• Administer warnings and reprimands in private, and
avoid making rash threats
Guidelines for Using Coercive Power (Cont.)
• Stay calm and avoid the appearance of hostility or
personal rejection
• Express a sincere desire to help the person comply with
role expectations and thereby avoid punishment
• Invite the person to suggest ways to correct the problem,
and seek agreement on a concrete plan
• Maintain credibility by administering punishment if
noncompliance continues after threats and warnings
have been made
• Use punishments that are legitimate, fair, and
commensurate with the seriousness of the infraction
Ways to Acquire and Maintain
Referent Power
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Show acceptance and positive regard
Act supportive and helpful
Use sincere forms of ingratiation
Defend and back up people when appropriate
Do unsolicited favors
Make self-sacrifices to show concern
Keep promises
Ways to Use and Maintain Expert Power
• Explain the reasons for a request or proposal and why it is
important
• Provide evidence that a proposal will be successful
• Do not make rash, careless, or inconsistent statements
• Do not lie, exaggerate, or misrepresent the facts
• Listen seriously to the person’s concerns and suggestions
• Act confident and decisive in a crisis
How Power is Acquired or Lost
• Social Exchange Theory – Power based on exchange of
benefits or favors
– Acquired
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Control over scarce resources
Access to vital information
Skill in dealing with critical problems
Accumulated idiosyncratic credits
Innovative proposals
– Lost
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Pursuing selfish motives
Innovation (if leads to failure)
How serious the failure is
Amount of status
How Power is Gained or Lost
• Strategic Contingencies Theory
– Expertise in coping with important problems
– Centrality of the subunit within the workforce
– Extent to which the subunit’s expertise is unique rather
than substitutable
Power
• Consequences of Position and Personal Power
– Personal power positively correlated to satisfaction and
performance
– Position power non-significant or negative relationship with
satisfaction and performance
– All types of power can be effective in gaining limitations of power
studies
Power (Cont.)
• How Much Power Should Leaders Have?
– Depends on the what needs to be accomplished and the leader’s
skill in using the power
– Depends on the situation
– Too much power may be as dangerous as not enough power
Influence Tactics
• General Types of Influence Tactics
– Impression Management Tactics: Intended to influence people
to like the agent or to have a favorable evaluation of the agent
– Political Tactics: Used to influence organizational decisions or
otherwise gain benefits for an individual or group
– Proactive Influence Tactics: Have an immediate task objective
– Reactive Influence Tactics: Used to resist an unwanted
influence attempt or to modify the agent’s request to be more
acceptable
Research to Identify Proactive Tactics
• Kipnis, Schmidt, and Wilkinson: Preliminary taxonomy
• Schriesheim & Hinkin: Profiles of Organizational
Influence Strategies (POIS)
• Yukl & Colleagues: Influence Behavior Questionnaire
Comparison Between POIS & IBQ
Influence Tactics (Cont.)
Power and Influence Behavior
Use and Effectiveness of Influence Tactics
Guidelines for Using Core Tactics
Guidelines for Using Supplementary Tactics
Guidelines for Using Supplementary
Tactics (Cont.)
Proactive Influence Tactics
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Effectiveness of Tactic Combinations
Reactive Combinations
Ethical Use of Influence Tactics
Limitations of Research on Proactive Influence Tactics