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Christina Day, Budget Manager
Michele Cruse, A/R Manager
September 2011
 Definition of Power
 Power Sources
 Power Robbers and How to Manage
 Powerful Relationships
 Results
“ Power often gets a bad rap. Power has the potential to
be seductive, intoxicating or lead to abuse. When power
is abused, individuals and organizations suffer. But like
most other values, power can be leveraged for good or
ill.
The problem of power is how to achieve its responsible
use rather than its irresponsible and indulgent use – of
how to get men of power to live for the public rather
than off the public.”
Robert F. Kennedy (1964) “The Pursuit of Justice”
 Post world-war era – lots of military leaders
in workforce means a top-down directive
management style. Power = Rank
 1970’s – 90’s – Situational Leadership model
developed by Blanchard & Hersey, calling for
different leadership styles depending on the
situation. Power = Collaboration
 1990’s – present – Power must be earned.
 “Knowledge Economy” where individuals with
talent have power. Leaders must inspire people
to use talent.
 Technology distributes information more broadly
up and down the command chain.
 Demographics change as women move into
positions of authority.
Power = Relationship = Results
 “The ability to affect others to get the outcomes
we desire”
 You get what you give
Power in leadership AAWCC
 Positional Power Sources
 Legitimate Power: comes from the belief that a
person has the right to make demands and
expect compliance
 US President, CEO, Fire Chief, Parent
 Dependent on position/title – if you lose that, you lose
your power.
 Reward Power: Ability to give rewards
 Raises/promotions, training, compliments
 When you use up the rewards, you’re out of power!
 May not have total control over rewards (salary
increases)
 Coercive Power: Ability to punish or threaten
 Firing/demotion, denied privileges
 Most abused category – creates cold, technocratic
environment
 Information Power: Based on possession of or
access to info perceived as valuable
 Often found in persons with less position-based power
and/or long-term employees
 Assistants, Technicians
 Personal Power Sources
 Expert Power: demonstrated knowledge and
expertise in a subject matter
 People look to you for leadership in subject area
 Doesn’t require positional power to build/maintain
 Referent Power: admiration, charm, appeal – can
come from respect in a relationship.
 Celebrities
 Given, not earned - Can be easily abused if given to
person lacking integrity and honesty
 Connection Power: Based on your connections
with important or influential persons
 President’s Assistant, play soccer with VP, Santa Claus
 Can be abused by follower
Things that rob you of your power
• Life Situations – trying to function at a
professional level when life is happening (the 3 F’s –
family, friends, finances)
•Co-Workers/Peers – Either end of the spectrum Collaboration /
Clashing
•Managing People – managing emotions, personalities, & then
the task
•Demands/Deadlines – managing competing priorities,
emergencies, approaching deadlines.
•Introspection - perspective, self interpretation, giving it energy
(positive or negative)
•You first / WIFM
•Managing others vs. others managing you
•Saying NO
•Setting/Managing expectations up & down
•Taking breaks/lunch away from the office/desk
•Creating a soothing environment – pictures, plants,
music, walking, exercise, etc.
•Balancing the good & bad
•EAP website
Power in leadership AAWCC
“Being in power is like being a lady. If you
have to remind people that you are, you
aren’t.”
Margaret Thatcher
Character
Courage
Commitment
Cautious Attentiveness
Connectability
Contribution
Creative Perception
 Character – Ability to manage competing
demands with integrity and honesty.
 Courage – Take calculated risks, hoping for a
good outcome, and be prepared for losses.
 Commitment – The will and strength to keep
forging ahead when setbacks come.
 Cautious Attentiveness – Consider all the
facts when making a decision, think through
the consequences
 Connectability – Ability to develop
meaningful relationships –power can be
gained through relationships!
 Contribution – Be willing to serve others and
put their needs before your own
 Creative Perception – Clearly articulate your
vision, show your passion for what could be
to motivate others!
Power in leadership AAWCC
Appropriate use of power in relationships leads
to:
 Trust
 Respect
 Engaged Followers
 Collaboration
 Intelligent Decisions
 If you’re not getting the results you want,
look at:
 Power – what type are you using? Is it
appropriate for that person/situation? Are you
allowing something/someone to rob your power?
 Relationship – how much effort have you put into
building the relationship? Do they know what
you want from them?
 Think of a situation when someone robbed your
power. Knowing the 7 C’s now, what could you
do differently in that relationship to regain your
power?
 Identify the power source you are using in
the following situations. Is it the right one?
 Supervisor/boss
 Co-workers
 Marriage
 Parenting
QUESTIONS?

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Power in leadership AAWCC

  • 1. Christina Day, Budget Manager Michele Cruse, A/R Manager September 2011
  • 2.  Definition of Power  Power Sources  Power Robbers and How to Manage  Powerful Relationships  Results
  • 3. “ Power often gets a bad rap. Power has the potential to be seductive, intoxicating or lead to abuse. When power is abused, individuals and organizations suffer. But like most other values, power can be leveraged for good or ill. The problem of power is how to achieve its responsible use rather than its irresponsible and indulgent use – of how to get men of power to live for the public rather than off the public.” Robert F. Kennedy (1964) “The Pursuit of Justice”
  • 4.  Post world-war era – lots of military leaders in workforce means a top-down directive management style. Power = Rank  1970’s – 90’s – Situational Leadership model developed by Blanchard & Hersey, calling for different leadership styles depending on the situation. Power = Collaboration
  • 5.  1990’s – present – Power must be earned.  “Knowledge Economy” where individuals with talent have power. Leaders must inspire people to use talent.  Technology distributes information more broadly up and down the command chain.  Demographics change as women move into positions of authority. Power = Relationship = Results  “The ability to affect others to get the outcomes we desire”  You get what you give
  • 7.  Positional Power Sources  Legitimate Power: comes from the belief that a person has the right to make demands and expect compliance  US President, CEO, Fire Chief, Parent  Dependent on position/title – if you lose that, you lose your power.  Reward Power: Ability to give rewards  Raises/promotions, training, compliments  When you use up the rewards, you’re out of power!  May not have total control over rewards (salary increases)
  • 8.  Coercive Power: Ability to punish or threaten  Firing/demotion, denied privileges  Most abused category – creates cold, technocratic environment  Information Power: Based on possession of or access to info perceived as valuable  Often found in persons with less position-based power and/or long-term employees  Assistants, Technicians
  • 9.  Personal Power Sources  Expert Power: demonstrated knowledge and expertise in a subject matter  People look to you for leadership in subject area  Doesn’t require positional power to build/maintain  Referent Power: admiration, charm, appeal – can come from respect in a relationship.  Celebrities  Given, not earned - Can be easily abused if given to person lacking integrity and honesty
  • 10.  Connection Power: Based on your connections with important or influential persons  President’s Assistant, play soccer with VP, Santa Claus  Can be abused by follower
  • 11. Things that rob you of your power • Life Situations – trying to function at a professional level when life is happening (the 3 F’s – family, friends, finances) •Co-Workers/Peers – Either end of the spectrum Collaboration / Clashing •Managing People – managing emotions, personalities, & then the task •Demands/Deadlines – managing competing priorities, emergencies, approaching deadlines. •Introspection - perspective, self interpretation, giving it energy (positive or negative)
  • 12. •You first / WIFM •Managing others vs. others managing you •Saying NO •Setting/Managing expectations up & down •Taking breaks/lunch away from the office/desk •Creating a soothing environment – pictures, plants, music, walking, exercise, etc. •Balancing the good & bad •EAP website
  • 14. “Being in power is like being a lady. If you have to remind people that you are, you aren’t.” Margaret Thatcher
  • 16.  Character – Ability to manage competing demands with integrity and honesty.  Courage – Take calculated risks, hoping for a good outcome, and be prepared for losses.  Commitment – The will and strength to keep forging ahead when setbacks come.  Cautious Attentiveness – Consider all the facts when making a decision, think through the consequences
  • 17.  Connectability – Ability to develop meaningful relationships –power can be gained through relationships!  Contribution – Be willing to serve others and put their needs before your own  Creative Perception – Clearly articulate your vision, show your passion for what could be to motivate others!
  • 19. Appropriate use of power in relationships leads to:  Trust  Respect  Engaged Followers  Collaboration  Intelligent Decisions
  • 20.  If you’re not getting the results you want, look at:  Power – what type are you using? Is it appropriate for that person/situation? Are you allowing something/someone to rob your power?  Relationship – how much effort have you put into building the relationship? Do they know what you want from them?
  • 21.  Think of a situation when someone robbed your power. Knowing the 7 C’s now, what could you do differently in that relationship to regain your power?  Identify the power source you are using in the following situations. Is it the right one?  Supervisor/boss  Co-workers  Marriage  Parenting

Editor's Notes

  1. Technology: Decouples power from position. Public life vs. private life erodes (behaviors, working hours). Today, Power is defined in terms of relationships – the type of power you use determines your relationship, which determines your results. So, let’s talk about the types of power we have available to use…