Chapter 18
Power
and
Influence
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-1
Objectives
Identify the three possible outcomes of
an influence attempt
Describe the various sources of power
Identify the influence tactics people use
at work
Describe and utilize the four influence
styles
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-2
Are Power and Influence
Negative?
 Power and influence are a crucial part
of leading and managing
 A manager cannot “make a difference”
without exerting power and influence
over employees
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-3
Power and Influence Defined
Power is defined as the capacity to
influence the behavior of others
Influence is the process by which people
successfully persuade others to follow
their advice, suggestions, or orders
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-4
Outcomes of Influence
Attempts
Commitment
Compliance
Resistance
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-5
Sources of Power
 Expertise
 Effort
 Relationships
 Reward
 Coercive
 Position
 Charisma
 Referent
 Location
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-6
…Sources of Power – Strategic
Contingencies Model of Power
People also gain power when they cope
with the critical uncertainties facing the
organization by
– Controlling critical resources
– Being the sole or one of a few sources of
those resource
– Being insubstitutable
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-7
Influence Tactics
Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition tactics
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-8
…Influence Tactics
Legitimating tactics
Pressure
Reciprocity
Liking
Social proof
Authority and expertise
Scarcity
Consistency
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-9
Muscle Level Continuum
Level 1 Polite request
Level 2 Stronger request
Level 3 Statement of consequences
(if behavior doesn’t change)
Level 4 Application of consequences
(with reference to statement
made at Level 3)
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-10
Influence Styles
 Assertive persuasion
– Reasoning
– Debating
– Presenting ideas, proposals
and suggestions that involve facts and logic
 Reward and punishment
–
–
–
–
–
Stating expectations
Using incentives and pressures
Evaluating
Demanding
Bargaining
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-11
…Influence Styles
 Participation and trust
–
–
–
–
Understanding
Involving and supporting others
Personal disclosure
Active Listening
 Common vision
–
–
–
–
Inspiring
Visioning
Finding common ground
Aligning
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-12
The Two Faces of Power
Negative unsocialized
need to
dominate others
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Socialized concern
for group goals and
empowering others
18-13
Effective Persuasion Strategies
Used by Successful Managers
Successful managers effectively persuade
others by:
– Establishing credibility
– Framing goals to identify common ground
– Using vivid language and compelling
evidence
– Connecting emotionally with their audience
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-14
Establishing Sustained
Influence
Influence is maintained and sustained by:
– Developing a reputation as an expert
– Spending time on critical work relationships
– Developing a network of resource persons who can
be called on for assistance
– Implementing influence tactics with sensitivity,
flexibility, and appropriate levels of communication
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-15
Designing Your Influence
Strategy
Identify
– Your objectives
– Whose cooperation is needed
– What rewards they like and why they might
resist
– Your current and future type of relationship
with those whose cooperation is needed
– Your sources of power and influence
– Your values and attitudes toward possible
strategies (Can you live with the outcomes?)
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-16
Empower to Gain Power
Power is paradoxical in that the more a
leader empowers others, the more power
he or she receives
Organizational Behavior : An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
18-17