Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2007
: versi/revisi 1
Pertemuan 11
(Off-Class)
Power and Influence
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Learning Outcomes
After studying this chapter students should be able to:
• Understand how position an personal attributes can be a source of power
for leaders.
• Understand the process by which power is acquired or lost in organisation.
• Understand the major findings in research on consequences of power for
leadership effectiveness.
• Understand the different psychological processes that explain how leaders
influence people.
• Understand the different outcomes of influence attempts and the factors that
determine the outcome.
• Understand the different types of influence tactics used in organisations.
• Understand how these tactics are typically used in influence attempts with
subordinates, peers, or superiors.
• Understand the major findings in research on the relative effectiveness of
different influence tactics.
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Outline Materi
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Conceptions of Power and Authority
Power Types and Sources
How Power is Acquired or Lost
Consequences of Position and Personal Power
How Much Power Should Leaders Have?
Types of Influence Behaviour
Power and Influence Behaviour
Research on Influence tactics
Summary
Review and Discussion Questions
Cases
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Power and Influence
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Conceptions of Power and Authority
• Power
– Power involves the capacity of one party (the
“agent”) to influence another party (the
“target”).
– Power is usually used to describe the
absolute capacity of an individual agent to
influence the behavior or attitudes of one or
more designated target persons at a given
point in time.
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• Authority
– Involves the rights, prerogatives, obligations,
and duties associated with particular positions
in an organisation or social system.
• The “Scope of Authority”
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• Outcomes of influence attempts
– Commitment
– Compliance
– Resistance
• Influence Processes
– Instrumental Compliance
– Internalization
– Personal Identification
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Power Types and Sources
• French and Raven Power Taxonomy
– Reward Power
– Coercive Power
– Legitimate Power
– Expert Power
– Referent Power
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• Different Types of Power
– Position Power
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Legitimate Power
Reward Power
Coercive Power
Information Power
Ecological Power
– Personal Power
• Referent Power
• Expert Power
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• Legitimate Power
– Power stemming from formal authority over
work activities (French and Raven, 1959)
– Compliance with legitimate rules and requests
– The amount of legitimate power and one’s
scope of authority
• Organization charter
• Written job description
• Employment contract
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• Guidelines for using Legitimate Authority
– Make polite. Clear requests
– Explain the reasons for a request
– Don’t exceed your scope of authority
– Verify authority if necessary
– Follow proper channels
– Follow up to verify compliance
– Insist on compliance if appropriate
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• Reward Power
– The perception by the target person that an
agent controls important resources and
rewards desired by the target person.
– Stems in part from formal authority to allocate
resources and rewards.
– Reward power is most commonly exercised
with an explicit or implicit promise to give the
target person something under the agent’s
control for carrying out a request or
performing a task
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• Guidelines for using Reward Power
– Offer the type of rewards that people desire
– Offer rewards that are fair and ethical
– Don’t 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)
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• Coercive Power
– Based on authority over punishments, which
varies greatly across different types of
organizations.
– The coercive power subordinates have over
superiors varies greatly from one kind of
organisation to another.
– It is best to avoid using coercion except when
absolutely necessary, because it is difficult to
use and likely to result in undesirable side
effects.
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Closing
• Review and Discussion Questions
• Cases
– Restview Hospital
– Sporting Goods Store
• Supplementary Reading
– “Relative power and influence strategy: The effects of
agent-target organizational power on superiors'
choices of influence strategies”
(http://proquest.umi.com/pqdweb?did=111981117&si
d=5&Fmt=3&clientId=68814&RQT=309&VName=PQ
D)
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