Transcript Influence tactics - Binus Repository

Matakuliah
Tahun
: L0244 – Psikologi Kepemimpinan
: 2010
Power & Influence
Pertemuan 9 & 10
Some Important Distinctions
• Power has been defined as the capacity to produce effects on
others, or the potential to influence others.
• Followers or situational characteristics may diminish or
enhance a leader’s potential to influence followers.
• Power does not need to be exercised in order to have its
effect.
• Power is attributed to others on the basis and frequency of
influence tactics they use and on their outcomes.
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Power, Influence and Influence Tactics
• Influence: Defined as the change in a target agent’s
attitudes, values, beliefs, or behaviors as the result
of influence tactics.
• Influence tactics: Refer to one person’s actual
behaviors designed to change another person’s
attitudes, beliefs, values, or behaviors.
• Followers can wield power and influence over
leaders as well as over each other.
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Measuring Power and Influence
• Influence can be measured by the behaviors or attitudes
manifested by followers as a result of leader’s influence
tactics.
• Leaders can cause fairly substantial changes in
subordinates’ attitudes and behaviors.
• The amount of power followers have in work situations
can also vary dramatically.
– Sometimes, particular followers may exert relatively more
influence than the leader does.
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Measuring Power and Influence (continued)
• Individuals with a relatively large amount of power
may successfully employ a wider variety of influence
tactics.
• Followers often can use a wider variety of influence
tactics than the leader.
– This is because the formal leader is not always the person
who possesses the most power in a leadership situation.
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Sources of Leader Power
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Furniture, office arrangements and type of office
Prominently displayed symbols
Appearances of title and authority
Choice of clothing
Presence or absence of crisis
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Sources of Leader Power in the LeaderFollower-Situation Framework
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Expert Power
• Expert power: Power of knowledge.
• Some people are able to influence others through
their relative expertise in particular areas.
• If different followers have considerably greater
amounts of expert power, the leader may be unable
to influence them using expert power alone.
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Referent Power
• Referent power: Refers to the potential influence one has
due to the strength of the relationship between the leader
and the followers.
• Referent power often takes time to develop.
• The stronger the relationship, the more influence leaders
and followers exert over each other.
• Followers with relatively more referent power than their
peers are often spokespersons for their units.
– They generally have more latitude to deviate from work-unit
norms.
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Legitimate Power
• Legitimate power: Depends on a person’s organizational role.
• Legitimate power allows exertion of influence through
requests or demands deemed appropriate by virtue of role
and position.
– Holding a position and being a leader are not synonymous.
• Effective leaders often intuitively realize they need more than
legitimate power to be successful.
• It is also possible for followers to use their legitimate power
to influence leaders.
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Reward Power
• Reward power: Involves the potential to influence others
due to one’s control over desired resources.
• The potential to influence others through reward power is a
joint function of the leader, the followers, and the situation.
• An overemphasis on rewards for performance can lead to
resentment and feelings by workers of being manipulated.
• Extrinsic rewards may not have the same effects on
behavior as intrinsic rewards.
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Cautions About Reward Power
• Leaders can enhance their ability to influence others based on
reward power if they:
– Determine what rewards are available.
– Determine what rewards are valued by their subordinates.
– Establish clear policies for the equitable and consistent
administration of rewards for good performance.
• Followers may exercise reward power over leaders by:
– Controlling administration of scarce resources.
– Modifying their level of effort.
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Coercive Power
• Coercive power is the potential to influence others through
the administration of negative sanctions or the removal of
positive events.
• Reliance on this power has inherent limitations and
drawbacks.
• One of the most common forms of coercion is a superior’s
temperamental outbursts.
• Followers can also use this power to influence their leader’s
behavior.
– More likely to use this power when a relatively high amount of
referent power exists among co-workers.
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Concluding Thoughts about French and
Raven’s Power Taxonomy
• Leaders can usually exert more power during a
crisis than during periods of relative calm.
– During a crisis, followers may be more eager to receive
direction and control from leaders.
• Research indicates that reliance on referent and
expert power led to employees who were:
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More motivated
More satisfied
Were absent less
Performed better
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Four Generalizations about
Power and Influence
• Effective leaders typically take advantage of all their sources
of power.
• Leaders in well-functioning organizations are open to being
influenced by their subordinates.
• Leaders vary in the extent to which they share power with
subordinates.
• Effective leaders generally work to increase their various
power bases or become more willing to use their coercive
power.
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Leader Motives
• People vary in their motivation to influence or control
others.
• Two different ways of expressing the need for power:
– Personalized power
– Socialized power
• Thematic Apperception Tests have been used to assess the
need for power.
– It is a projective personality test.
• Need for power is found to be positively related to various
leadership effectiveness criteria.
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Leader Motives (continued)
• Leaders who are relatively uninhibited in their need for
power will use power impulsively.
• Leaders with a high need for power but low activity inhibition
may be successful in the short term, but create hazards for
the long-term.
• Some followers have a high need for power too.
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Motivation to Manage
• Individuals vary in their motivation to manage in
terms of six composites:
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Maintaining good relationships with authority figures.
Wanting to compete for recognition and advancement.
Being active and assertive.
Wanting to exercise influence over subordinates.
Being visibly different from followers.
Being willing to do routine administrative tasks.
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Miner’s Sentence Completion Scale
• Findings concerning both the need for power and the
motivation to manage have several implications:
– Not all individuals like being leaders.
– A high need for power or motivation to manage does not
guarantee leadership success.
– In order to be successful in the long term, leaders may
have to have both:
• A high need for socialized power.
• A high level of activity inhibition.
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Types of Influence Tactics
• Influence Behavior Questionnaire (IBQ) assesses nine types
of influence tactics:
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Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Personal appeals
Exchange
Coalition tactics
Pressure tactics
Legitimizing tactics
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Influence Tactics and Power
• A strong relationship exists between relative power and
types of influence tactics used.
• Hard tactics are typically used when:
– An influencer has the upper hand.
– Resistance is anticipated.
– When a person’s behavior violates important norms.
• Soft tactics are typically used when:
– They are at a disadvantage.
– They expect resistance.
– They will personally benefit if the attempt is successful.
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Influence Tactics and Power (continued)
• Rational tactics are typically used when:
– Parties are relatively equal in power.
– Resistance is not anticipated.
– Benefits are organizational as well as personal.
• Leaders with high referent power generally do not use
legitimizing or pressure tactics.
• Leaders with only coercive or legitimate power may use only
coalition, legitimizing, or pressure tactics.
• Using influence tactics can be thought of as a social skill.
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A Concluding Thought about Influence Tactics
• Research indicates that though hard tactics are
effective, it also changes the way we see others.
• An implicit lesson for leaders is of being conscious of
the type of influence tactic to use and its effects.
– It is suggested that leaders pay attention to why
they believe particular influence tactics are called
for.
• Influence efforts intended to build others up more
frequently lead to positive outcomes rather than vice
versa.
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Summary
• By reflecting on their different bases of power, leaders may
better understand how they can affect followers and even
expand their power.
• Leaders can improve their effectiveness by finding ways to
enhance their idiosyncratic credit.
• Leaders should discourage in-group and out-group rivalries
to develop in the work unit.
• The exercise of power occurs primarily through the
influence tactics leaders and followers use.
• Leadership practitioners should always consider why they
are using a particular influence attempt before they actually
use it.
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Reference
•
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing
The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
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