POWER
Group 6:Chaitanya Dhingra - 20BCS001
Akshat Aggarwal - 20BCS017
Sahil Verma
- 20BCS024
Viivek Mohan
- 20BCS051
Tanveer Rajja
- 20BCS068
HS - 203
Concept of
Power
You have power over your mind - not
outside events. Realize this, and you will
find strength - Marcus Aurelius
What is Power?
Power is the ability to get things done. People with power are able to influence
others behavior to achieve a goal or objective.
Others may resist attempts to make them do certain things, but an effective leader is
able to overcome that resistance.
Although people may regard power as evil or corrupt, power is a fact of organizational
life and in itself is neither good nor bad.
Leaders can use power to benefit others or to constrain them, to serve the
organization’s goals or to undermine them.
In “The Concept of Power” (1957), Robert
Alan Dahl gave his first major
contribution to the field of political
science, Dahl developed a formal
definition of power that was frequently
cited as an important (though
incomplete) insight into the
phenomenon.
According to Dahl, “A has power over B
to the extent that he can get B to do
something that B would not otherwise
do.”
Power Relationships
Resistance
Obedience
Attempt of influence may be
threatened by the person.
Person may succumb to influence
though he would rather not
Commitment
Person may show commitment
to the desire of the influencer
Compliance
Conformity
Person may comply with the desire of
influencer
Person may conform to
influencers desire
Types of
Power
Formal Power
It is based on an individual's position in an
organization
Coercive Power
Reward Power
Legitimate Power
Personal Power
It comes from an individual's unique
characteristics.
Expert power
Referent Power
Formal Power
Coercive Power
The coercive power
base depends on
fear of negative
results.
This type of power
can be used to set
high expectations
for employee
performance.
Reward Power
This is all about positive
reinforcement and can work
to really incentivize people
while on the job..
Someone who can distribute
rewards is viewed important
and has power over others.
These rewards can either be
financial such as controlling
pay rates, raises and
bonuses.
Legitimate Power
Legitimate power comes
from having a position of
power in an organization,
such as being the boss or a
key member of a leadership
team.
This power comes when
employees in the
organization recognize the
authority of the individual.
Personal Power
Expert Power
Expert power comes from one’s
experiences, skills or knowledge.
This power is based on famous
proverb ‘Knowledge is power’
Referent Power
Referent power comes from being
trusted and respected. We can gain
referent power when others trust
what we do and respect us for how
we handle situations.
This power develops out of
admiration of another and a desire to
be like that person.
The Three Faces
of Power
Stephen Lukes has described 'three
faces of power' (also called the 'three
dimensions of power') in his work
studying politics and society. The basic
principle is that the power and
consequent effectiveness of a group is
based on three distinct aspects.
The ‘first face’ of power: decision
making
The ‘second face’ of power: agenda
setting
The ‘third face’ of power: thought
control
Decision making: It is the process whereby an actor, such as an individual or a
political organization, considers their situation and acts upon a course they have
determined.
Agenda setting: The second face of power involves controlling the parameters of a
discussion. One might want to do this, for example, so that the participants of the
discussion might not even be able to address things that are in their benefits.
Thought control: ‘The most effective and insidious form of power is to prevent …
conflict from arising in the first place’ Steven Lukes (2005).
Leadership
And Power
Leaders become great, not because of
their power, but because of their ability
to empower others.
Create a Vision
Leadership
It is the ability of the management to
make sound decisions and inspire
others to perform well
Motivates people to
work towards vision
Coaches and build
the team
POWER
LEADERSHIP
Ability to exercise control
Ability to influence people to
follow your instructions
No need for credibility
Credibility is needed
Source: position of authority
Source: personal attribute
Forceful and controlling
nature
Inspiring nature
Independent
Dependent on power
Power
Tactics
Strategy without tactics is the slowest
route to victory.Tactics without strategy is
the noise before defeat - Sun Tzu
Definition
Power tactics can be defined as measures
used to demonstrate potential power,
cause perception of power, or the
realization (or exercise of) actual power to
influence the other party. These tactics are
designed to use or change the power
relationship.
Legitimacies
Relaying on your authority, position or
saying a request accords with
organizational policies or rules
influence- downward & lateral
Rational Persuasion
Presenting logical arguments and factual
evidence to demonstrate a request is
reasonable
influence- upward ,downward & lateral
Inspirational Appeals
Developing emotional commitment by
appealing to a target values needs hopes
and aspirations
influence - downward
Consultation
Increasing the target support by
involving him/her in deciding how
you will accomplish your plan
influence- downward & lateral
Exchange
Rewarding the target with benefits
or favours in exchange for following
a request
influence- downward & lateral
Personal Appeals
Asking for compliance or loyalty
influence- lateral
Ingratiation
Using flattery, praise or friendly
behaviour prior to making a request
influence- downward & lateral
Pressure
Using warnings, repeated demands
and threats
influence- downward
Coalitions
Enlisting the aid or support of
others to persuade the target to
agree
influence- lateral
Which One to Use and When
Rational persuasion, inspirational appeals, and
consultation tend to be the most effective
Pressure tends to backfire and is typically the
least effective of the nine tactics
Using two or more tactics together or
sequentially, as long as your choices are
compatible increases effectiveness
Audience dependent
One can start with “softer” tactics such as personal and inspirational appeals, rational
persuasion, and consultation and then move to “harder” tactics, such as exchange, coalitions,
and pressure
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