2. After studying this chapter, you should be
able to:
Understand the process by which power is
acquired or lost in organizations.
Understand the consequences of power for
leadership effectiveness.
Understand ways to use power effectively.
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-2
3. Understand the different types of influence
tactics used in organizations.
Understand how the tactics are used to
influence subordinates, peers, and superiors.
Understand effective ways to use the tactics.
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-3
4. Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-4
Understand the process by which
power is acquired or lost in
organizations
5. Power
Authority
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-5
6. Instrumental compliance
Internalization
Personal identification
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-6
7. Impression management
Political
Proactive
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-7
8. Commitment
Compliance
Resistance
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-8
9. Legitimate
Reward
Coercive
Referent
Expert
Information
Ecological
Position and Personal
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-9
10. Social exchange theory
Strategic contingencies theory
Institutionalization of power
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-10
11. Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-11
Understand the consequences of power
for leadership effectiveness
12. Effective Leaders:
Have more expert and referent power
Rely on personal power more than position
power
Have a moderate amount of position power
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-12
13. Power and organizational change
Expert and referent power for persuasion
Personal and position power increases the
likelihood of success
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-13
14. Position power is an important source of
influence
Position power can enhance personal power
Control over information complements expert
power
Reward power facilitates deeper exchange
relationships
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-14
15. Reward power enhances referent power
Some coercive power is necessary to support
legitimate and expert power
Coercive power is needed to restrain disruptive
influences
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-15
16. A moderate amount of position power is
necessary
Personal power is less susceptible to misuse
Extensive expert power can lead to failure
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-16
17. Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-17
Understand ways to use power
effectively
18. How to Use:
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-18
19. Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-19
Understand the different types of
influence tactics used in organizations
20. Rational persuasion
Apprising
Inspirational appeals
Consultation
Exchange
Collaboration
Ingratiation
Personal appeals
Legitimating
Pressure
Coalition
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-20
21. Rational persuasion
Consultation
Collaboration
Inspirational appeals
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-21
22. Effects of individual tactics
Combining tactics
Sequencing tactics
Resisting influence attempts with tactics
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-22
23. Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-23
Understand how the tactics are used to
influence subordinates, peers, and
superiors
24. Guidelines are suggestions and not
prescriptions
Situational analysis for tactic feasibility
Determine best form of tactic to use
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-24
25. Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-25
Understand effective ways to use the
tactics
26. Influence tactics are useful when a request is:
Unusual
Controversial
Difficult to do
Or when the agent has little authority
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-26
27. Relevant aspects of the situation
Agent-target relationship
Agent’s power and authority
Agent’s interpersonal skills
Type of influence objective
Target perception of request
Copyright 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8-27