AFTER MID COURSE
Leadership Power
and Influence
2
“If a man can accept a situation in a place of power with the
thought that it’s only temporary, he comes out all right. But
when he thinks that he is the cause of the power, that can be
his ruination.”
• Harry S. Truman
3
Power and Influence
Power
• The ability of one person or department in an
organization to influence other people to bring about
desired outcomes
Influence
• The effect a person’s actions have on the attitudes,
values, beliefs, or actions of others
4
.
Ex 12.2
Five Types of Leader Power
•Legitimate
•Reward
•Coercive
•Expert
•Referent
Position
Power
Personal
Power
5
Where does power come
from?
Position power
• A written, spoken, or implied contract wherein people accept either
a superior or subordinate role and see the use of coercive as well as
noncoercive behavior as an acceptable way of achieving desirable
results.
6
Legitimate Power
• Authority granted from a formal positions in an organization.
• Rights, responsibilities and prerogatives accrue to anyone holding
a formal leadership position
• Set goals, make decisions and direct activities
7
Reward Power
• Authority to bestow rewards on other people
• Appointed leaders may have access to rewards such as pay
increases, promotions, physical resources
• Influences subordinate’s behavior
8
Coercive Power
• Authority to punish or recommend punishment
• Opposite of reward power
• Right to fire, demote, criticize, reprimand or withdraw pay raises
9
Expert Power
• Results from special knowledge or skill
• Followers go along with recommendations because of his/her
superior knowledge
• Usually gained from experience
10
Referent Power
• Comes from personality characteristics that command
identification, respect and admirations so that others want to
emulate the person
• Dependent on personal characteristics rather than title
• Strong identification with leader
11
.
Ex 12.3
Responses to the Use of Power
Position Power
Compliance
Resistance
Personal Power
Commitment
12
Dependency
• If a person has control over a resource that is desired, he/she
gains power
• Information
• Cooperation
• Resources
13
Ex. 12.4 Characteristics That Affect Dependency and Power in
Organizations
Leader has
control over:
Leader has
control over:
Resources seen
as unimportant
Importance
Resources seen as
very important
Widely available
resources
Scarcity
Scarce resources
Resources with
acceptable substitutes
Low dependency
on leader = lower
power
Non
substitutability
Resources with
no substitutes
High dependency
on leader = higher
power
14
.
Ex 12.5 Strategic Contingencies that Affect
Leader Power in Organizations
Interdepartmental
Dependency
Control over
Information
Increased Power
Organizational
Centrality
Coping with
Uncertainty
15
Politics
Activities to acquire, develop,
and use power and other
resources to obtain desired
future outcomes when there is
uncertainty or disagreement
about choices
16
Political Activity
• Impression management – people seek to control how others
perceived them
• Executive presence – the impact you have when walk into a
room
17
. Seven Principles for Asserting
Leader Influence
Ex 12.6
1.
2.
3.
4.
5.
6.
7.
Use rational persuasion
Make people like you
Rely on the rule of reciprocity
Develop allies
Ask for what you want
Remember the principle of scarcity
Extend formal authority with expertise and credibility
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Guidelines for Ethical Action
Is the action
consistent
with the
organization’s
goals, rather
than being
self-motivated
purely by selfinterest?
Does the
action
respect the
rights of
individuals
and groups
affected by
it?
Does the
action meet
the
standards of
fairness and
equity?
Would you
wish others
to behave in
the same
way if the
action
affected
you?
Ethical Choice
Ex. 12.7
19
Leadership
in
Organizations
Leader as Maker of Culture
 way of controlling behavior from the inside out rather
than the outside in.
Seven characteristics that capture
organizational culture
1) INNOVATION AND RISK TAKING: apple, Walmart is into cost minimization,
take less risks.
2) ATTENTION TO DETAIL: precision, analysis and attention to detail
3) OUTCOME ORIENTATION: results or process.
4) PEOPLE ORIENTATION: people friendliness or technical oriented.
management considers people when making decisions.
5) TEAM ORIENTATION: team or individual
6) AGGRESSIVENESS: or easy going.
7) STABILITY: vs change, pursuit of the status quo rather than growth or
change
The Leader as Sense maker
Today’s leaders need the ability to make sense of complex
environments. Sensemaking — the ability to make sense of
what’s going on in a changing and complex environment — is a
particularly important predictor of leadership effectiveness right
now
Sensemaking in business (a term drawn from the works of Karl
Weick) requires executives to let go of their old mental models
and some of their core assumptions; to take in data from a wide
variety of sources; to use the information they have to construct,
with others, a “map” of what they think is going on; and to verify
and update the map — in part by conducting small experiments
that provide the organization with more information.
The Functions of Leadership in
Organization
• “Leadership is a process of social influence in which one
person is able to enlist the aid and support of others in the
accomplishment of a common task.”
• Key points:
• Leadership is a group activity.
• Leadership is based on social influence.
• Leadership revolves around a common task.
The Functions of Leadership in
Organization
• The specification seems simple, but the reality of leadership is
complex.
• Intrapersonal factors (i.e., thoughts and emotions) interact with;
• Interpersonal processes (i.e., attraction, communication,
influence) to have effects on;
• A dynamic external environment.
The Organizational Functions of
Leadership
• Leadership is a process of social influence through which one
person is able to enlist the aid of others in reaching a goal.
The Organizational Functions of
Leadership
• In an orderly, structured, and well-understood environment,
the primary responsibilities are guidance and motivation.
• Assign people to tasks or responsibilities, to outline what is
expected, and to facilitate and encourage goal attainment.
The Organizational Functions of
Leadership
• In a less orderly environment calling for external adaptability,
the crucial functions are problem solving and innovation.
• The leader must create the kind of atmosphere that encourages
sensitivity, flexibility, and creativity.
• The leader must be a change agent.
Intergroup leadership
• leadership of collaborative performance of different
organizational groups or organizations—is associated with
unique intergroup challenges that are not addressed by
traditional leadership theories.
• To address this lacuna, we describe a theory of intergroup
leadership.
• Firmly grounded in research on social identity and intergroup
relations, the theory proposes that effective intergroup
performance rests on the leader’s ability to construct an
intergroup relational identity.
• We describe key leadership actions to establish such an
identity.
Public Leadership
Public Leadership Considered
1.
2.
3.
4.
Public Leadership: The Concepts
Understanding the public leadership
Public Leadership: The Challenges
Public Leadership: The Competencies
Public Leadership:
The Concepts
Public Leadership: The Concepts
• Author’s definition:
“Democratic and effective public leadership is action taken through a
dynamic and transparent process involving the leader with relevant others
in the inclusive setting and effective realization of legitimate, legal and
socially valuable goals and objectives.
The process requires continuous democratic and organizational learning to
progressively enhance effective and proper policy making and service
delivery aimed at improving the quality of lives of citizens.”
Understanding
Public Leadership:
A Good versus Bad Public Leadership Perspective
•
•
•
•
Reclaiming Bad Public Leadership for learning purposes
Kellerman, Lipman-Blumen
Bad Public Leadership: Ineffective and/or Unethical
Types of bad leadership:
•
•
•
•
•
•
•
Incompetent
Rigid
Intemperate
Callous
Corrupt
Insular
Evil
Remedies to Bad Public
Leadership
• Limit tenure
• When leaders remain in positions of power for too long, they tend to acquire bad habits
• Share power
• When power is centralized, it is likely to be misused, and that puts a premium on delegation
and collaboration
• Don't believe your own hype
• For leaders to buy their own publicity is the kiss of death
• Get real, and stay real
• Virtually every bad leader lost touch with reality to some degree
• Compensate for your weaknesses
• Stay balanced
• Balanced leaders develop healthier organizations, make more thoughtful decisions and lead
more effectively
Remedies to Bad Public
Leadership
• Remember the mission
• Arguably this matters most when the group or organization is
dedicated to public service
• Stay healthy
• Develop a personal support system
• All of us should have aides, associates, friends, or family members
who will save us from ourselves
• Every leader can benefit from tough love
• Be creative
• The past should never determine the future nor narrow the available
options
Remedies to Bad Public
Leadership
• Know and control your appetites
• These include the hunger for power, money, success and sex
• Be reflective
• Virtually every one of the great writers on leadership - Plato, Aristotle, Lao Tzu,
Confucius, Buddha - emphasizes the importance of self-knowledge, self-control,
and good habits
• Acquiring and sustaining such virtues is hard
• Toxic Leadership: Lipman-Blumen: Why do we suffer, tolerate, accept and even
support toxic leaders?
Public Leadership:
The Challenges
Public Leadership: The Challenges
• Increasing the understanding of the variety of developments that are
frequently characterised as globalisation; the globalisation challenge
• The realisation that the public problems which governments now
most frequently deal with have grown in number; they are also
becoming even more complex and there appear to be no clear-cut
solutions, or right or wrong answers for many of them; the
complexity challenge
Public Leadership: The Challenges
• The growing gap between the rich and the poor in both
the developed industrialised countries and the less
economically well-developed transitional countries; the
inequality challenge
• The critical need to further address issues of gender
equality, especially in the area of educational
opportunities in all societies; the gender equality
challenge
• The growing incorporation of norms of cultural diversity
into all sectors of society, with the consequent escalating
demands for the direct representation of cultural and
ethnic interests and heritages in the processes of public
administration and governance; the diversity challenge
Public Leadership: The Challenges
• The considerable movement toward political democratisation with its greatly
increased emphasis on ethical behaviour in government, civil service
transparency and accountability; the good governance challenge
• The gradual weakening of state capacity and in some cases the actual
disintegration of the state; the capacity challenge
• The combination of a decrease of trust in government institutions, and the
growth of multinational integration, leading to the increased disintegration of
the capacity of the nation state; the erosion of confidence challenge
Public Leadership: The Challenges
• The rapidly growing interest in the decentralisation of previously
centralised governance institutions and the broadening of local
governance capacity; the local empowerment and capacity challenge
• The continued search for optimal solutions to optimise the structures
and functioning of policy implementation and service delivery systems,
recently new public management approach emphasising market-based
options to address public policy needs linked to significant increases in
utilising private or non-profit sector institutions and/or “solutions” for
delivering public programmes; the administrative reform challenge.
Public Leadership:
The Competencies
Public Leadership: The
Competencies
• Rosenbaum (2003) lists twelve areas in which public leaders should be
competent. These are:
•
•
•
•
•
•
adapting rapidly to change and complexity,
fostering effective collaboration,
being able to see situations as others see them,
building democratic institutions,
fostering ethical awareness and sensitivity,
enhancing capacity for self-management,
Public Leadership: The
Competencies
•
•
•
•
entrepreneurship and a risk-taking ability,
strategic planning capability,
capability to enhance people development,
capacity to board and nurture of harmonious multi-ethnic,
multicultural and gender equitable situations,
• ability to focus in an increasingly diffuse and complex environment,
• capacity to persuasively communicate complex messages orally and in
writing.