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Power and methods of influence in leadership
К содержанию номера журнала: Вестник КАСУ №3 - 2010
Автор: Богун А.Ю.
Preferences for leadership, strategic objectives,
and communication tactics all contribute to how leaders influence followers.
Yet behaviors alone do not adequately explain how one individual is recognized
as a leader whereas another is not. We have all seen individuals who are
recognized as leaders exhibit almost identical behaviors to those who never
achieve leadership recognition. Frequently the difference in who is a leader
and who is not is a subtle matter of credibility, a credibility that enables
one person to be more influential than another. This credibility is commonly
referred to as power or the power bases of the leader. The concept of power can
best be understood as an interactive process. Power does not exist in a vacuum
but rather as people interact with one another. From this perspective power can
be understood as the influence as individual has over another as a result of
dependency on the powerful person. To understand this interaction it is helpful
to think about some of the power bases available to leaders.
Many times the terms power and influence
are used interchangeably; however, Callahan E, Robert distinguishes their
meaning. Influence is the process of affecting the thoughts, feelings or
behaviors of others. Influence as a process only exists during the conduct of
interpersonal relations. Power is the capacity to influence others to get
things done. Therefore, influence is the application of power. By virtue of
position, managers hold power. Power may be used or withheld, depending on the
situation or the person who holds the power. For example, the office of
President of the United States has power, the ability to influence. But the
application may be different depending on who is occupying the office and the
specific situation being considered by the office-holder. As with communication,
power can be a two-way process. The power-holder can be influenced by the recipient’s
performance. For example, leaders show more consideration to subordinates who
perform at a higher level. This often leads to higher satisfaction among the
subordinates. The following figure shows the interaction of basic concepts that
are typical of power and its usage.
French and
Raven have identified six fundamental sources of power: reward power, coercive
power, legitimate power, referent power, connection power and expert power.
These sources of power are not equally available to everyone in the
organization, and the sources of power for managers and staff personnel are
different.
1. Reward
power is based on the leader’s control and distribution of tangible and
intangible reward resources. A leader can influence with the promise of rewards
only as long as those rewards are within the leader’s control and perceived by
followers as rewarding. Many people attempt to influence with rewards that
others do not find important or influential. Many supervisors believe, for example,
that money is the primary reward for good performance, although considerable research
suggests that communication contact with supervisors is one of the most
sought-after of all subordinate rewards. Communication interaction is more
often controlled by supervisors than money or other tangible benefits. Managers
usually hold power in organizations by virtue of their ability to reward. This
power is one aspect of motivation. The strength of the power differs upon the
amount of reward that the manager controls and the strength of the
subordinate’s desire for the reward. Examples of reward power include pay
increases, bonuses, and promotions.
2. Coercive
power can be understood as the sanctions or punishments within the control of
the leader. Coercive power is the ability to punish for not complying with
influence attempts. Coercive power is a force held by those who can cause
others to have unpleasant experiences. Examples include discharge, demotion and
other disciplinary actions as well as threats to act. Managers need to exercise
caution because the use of coercive power may bring about the opposite result
that the power-holder intends. To be effective, coercive power must not be
threatened beyond what the leader is willing to administer. Although reward
power can be exercised by virtually anyone, coercive power is related to the
role or legitimate position an individual occupies. For example, a peer can
threaten to get another peer fired, but although unpleasant, the threat is
generally not considered coercive power. When a supervisor makes the same
threat, though, the influence attempt takes on an entirely different meaning.
Sheley K. considers that the use of coercive power actually decreases
productivity.
3. Legitimate
power is held by individuals because their position, role or status provides an
organizationally or culturally afforded right to direct the action of others. Legitimate
power is based upon a mutually accepted perception that the power-holder has
the right to influence the recipient. For instance, in an organization the
manager has the right to expect certain tasks of the unit to be completed by
subordinates. As a complementary right the subordinate expects to receive
certain fair compensation for doing those tasks. This process has been termed
“psychological contracts”. Supervisors have legitimate power over subordinates.
As such, certain rights and responsibilities are legitimately defined and
generally understood by group members. Disagreement can surround the ability of
the legitimate leader, yet most agree that certain leadership responsibilities
accompany the position. For example, virtually every president of the United States has supporters and critics, yet despite these diverse opinions few would
disagree that the individual is legitimately the president.
4. Referent
power is a result of others identifying with the leader. It is a power base
that is only indirectly related to the leader’s overt influence attempts.
Referent power comes from the desire of others to use the leader as a reference
or from others seeking to imitate the leader’s behaviors with or without the
leader’s desire for them to do so. Referent power results from actions of the
leader, yet the leader cannot directly exercise referent power; instead, it is
assigned by others. The recipient’s identification with the power-holder is the
basis of referent power. The recipient desires to be like the power-holder and
therefore may act, perceive, feel or think like the power-holder. In a sense,
this is a form of charisma that draws respect and attracts others to the
power-holder. In an organization, certain top managers may have referent power
with young managers who aspire to reach those positions by emulating their
success.
5. Connection
power is the influence leaders have as a result of who they know and the
support they have from others in the organization. Generally conceived of as
support from others in power, connection power also comes from followers.
Supervisors and managers are generally in better influence positions when
follower “connections” are supportive. In turn, group members are more influential
when their leaders are “connected” to others in the organization. Connection
power is understood by observing communication networks and how individuals are
linked throughout the organization.
6. Expert or
information power rests on what the leader knows as a result of organizational
interaction or areas of technical specialty. As such, expert power does not
require legitimate power for the expert to be influential. Expert power can be
used without coercive power and often contributes to the development of
referent power. Expert power is considered to be important for organizational
excellence and is ideally the basis of effective influence attempts. Expert
power is based on the special ability and knowledge that the power-holder has
and is needed by the recipient. Accountants, engineers and computer specialists
gain organizational power as a result of information they collect and the
knowledge they obtained from their professional training. A major problem with
expert power as a power base is that it depends on the perceptions of others.
And these perceptions are not always accurate. Furthermore, expert knowledge
can quickly be used up as the problem is solved
The preceding
six sources of power are not completely independent. The person with legitimate
power often has reward and coercive power. The person with reward power usually
has coercive power. The use of expert power can increase one’s referent power.
One study made by Myers R.J. showed that expert power is perceived as most
effective in inducing workers’ acceptance of change, whereas coercive and
legitimate power were least effective. In addition, individuals were more
likely to attribute compliance to their own will if referent, expert or reward
power was used, and less so if coercive or legitimate power was used. Another
study made by Pfeffer J. showed that the greater the coercive power – punitive
behavior of supervisors – the greater the reported prevalence of fear, anxiety,
anger and depression among subordinates.
The
implications for a manager to have power are to
• Have a
position with clear legitimate power;
• Have
ability to reward compliance;
• Establish
respect and attractiveness;
• Develop
expertise.
The
characteristics of the power-holder may alter the influence attempts. If the
leadership style is perceived by the subordinate as appropriate for the present
conditions, then the influence attempt will be more successful. For example,
using situational theories, certain conditions of task uncertainty are
conductive to the manager’s being very task-oriented with subordinates.
Trust,
credibility, prestige and self-confidence are important power-holder characteristics.
These qualities are not only significant for the manager who is attempting to
persuade subordinates to follow a policy or decision, but also for the
participative manager whose subordinates must believe that their involvement is
not a guise for manipulating them to adopt a predetermined decision. A person
who feels confident that an attempt to use power will be successful will use
power more effectively. This self-confidence is based on the power-holder’s
perception of personal power and the amount of supervisory experience he or she
has had.
Methods of
influence and power are interconnected.
While there are a multitude of means to
influence the recipient, they can be classified into two categories – direct
and indirect. The following table shows the methods of influence derived by
Kotter in a study of twenty-six organizations. He classified tactics according
to whether they involved face-to-face (direct) or indirect influence. He concluded
that successful managers are able to and do use all the influence methods.
Face-to-face
methods |
What they
can influence |
Advantages |
Drawbacks |
Exercise
obligation-based power |
Behavior within zone
that the other perceives as legitimate in light of the obligation |
Quick. Requires no
outlay of tangible resources |
If the request is outside
the acceptable zone, it will fail; if it is too far outside, others might see
it as illegitimate |
Exercise power based
on perceived expertise |
Attitudes and behavior
within the zone of perceived expertise |
Quick. Requires no
outlay of tangible resources |
If the request is outside
the acceptable zone, it will fail; if it is too far outside, others might see
it as illegitimate |
Exercise power based
on identification with a manager |
Attitudes and behavior
that are not in conflict with the ideas that underlie the identification |
Quick. Requires no
expenditure of limited resources |
Restricted to influence
attempts that are not in conflict with the ideas that underlie the identification |
Exercise power based
on perceived dependence |
Wide range of behavior
that can be monitored |
Quick. Can often
succeed when other methods fail |
Repeated influence attempts
encourage the other to gain power over the influencer |
Coercively exercise
power based on perceived dependence. Use persuasion |
Wide range of behavior
that can be easily monitored. Very wide range of attitudes and behavior |
Quick. Can often
succeed when other methods fail. Can produce internalized motivation that
does not require monitoring. Requires no power or outlay of scarce material resources |
Can be very
time-consuming. Requires other person to listen |
Combine these methods |
Depends on the exact
combination |
Can be more potent and
less risky than using a single method |
More costly than using
a single method |
Indirect
methods |
What they
can influence |
Advantages |
Drawbacks |
Manipulate the other’s
environment by using any or all of the face-to-face methods |
Wide range of behavior
and attitudes |
Can succeed when
face-to-face methods fail |
Can be time-consuming.
Is complex to implement. Is very risky, especially if used frequently. |
Change the forces that
continuously act on the individual. Formal organizational arrangements,
informal social arrangements, technology, resources available, statement of
organizational goals |
Wide range of behavior
and attitudes on a continuous basis |
Has continuous influence,
not just a one-shot effect. Can have a very powerful impact |
Often requires a considerable
power outlay to achieve |
Choice of
methods is constrained by the power-holder’s base of power. Methods based on
formal authority are not usable unless the appropriate authority is granted.
Giving or withholding information is not possible unless the power-holder has
control of the information. Indirect influence is difficult if one has no
network of contacts or no control over structural aspects concerning the
recipient. In addition, the choice of methods is situational dependent. The
effective use of power is contingent on the user’s sensitivity to the particular
situation, to the methods and to the people involved. Effective users of power
begin with subtle methods, evolving to harsher methods only as required.
BIBLIOGRAPHY
1.
Callahan E, Robert, Fleenor C, Patric, Knudson R, Harry. Understanding organizational
behavior. A managerial viewpoint. Charles E. Merril
Publishing Company. 1986.
2.
Fombrum, C. Strategic Human Resource Management. - New York: Wiley, 1984.
3.
Shockley-Zalabak, Pamela. Fundamentals of organizational communication: knowledge,
sensitivity, skills, values. Allyn and Bacon edition. 2002.
К содержанию номера журнала: Вестник КАСУ №3 - 2010
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