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Influence Tactics
Define Power and Influence
Power is the ability to bring about change
in one’s psychological environment.
 Influence is the use of power to bring
about change

An influence model for leadership
Follower
Responses

Leader Behavior

Power and
Influence
Tactics

Commitment
,
Compliance,
Resistance
Situation

Leader
characteristics

Style

End Result

Group effectiveness
Follower Performance
Follower satisfaction
Nine influence tactics likely to be
relevant to a manager’s effectiveness






Rational Persuasion
Inspirational appeal
Consultation
Ingratiation
Exchange






Personal Appeal
Coalition
Legitimating
Pressure
Definition of Influence tactics


Rational Persuasion





Inspirational appeal





Logical arguments and factual evidence
Expert Power
Arouse enthusiasm by appealing to values ideals and
aspirations
Referent power

Consultation



Need your support so will seek your assistance or modify your
proposal to get it.
Reward, coercive or legitmate
Definition of Influence tactics


Ingratiation
 Get

you in a good mood before asking you for
something
 Reward Power


Exchange
 Quid

pro Quo
 Reward Power


Personal Appeal
 Appeals

to your feelings of loyalty and friendship
 Referent or Reward Power
Definition of Influence tactics


Coalition






Legitimating






Get someone else to persuade you to comply
Use someone else’s support as reason for you to comply
Coercive Power
Claims to have the authority to get you to do something
Verifying its in the policy manual, rules or practices and
traditions
Legitimate Power

Pressure



Use demands threats or persistent reminders
Coercive Power
How is the effectiveness of a tactic
determined?
Is it consistent with social norms and role
expectations
 Does leader have approprited power base
 Will tactics influence followers’ attitude
 The leader’s skill in using tactic
 How much built in resistance because of
the nature of the request

What tactics are most likely to
change followers’ attitude?


Tactics that create favorable follower
attitude.
 Consultation,

persuasion.



inspirational appeal, rational

Tactics that result in compliance without
changing attitudes—coercion and
manipulation.
 Pressure,

legitimating, some coalition building
Which tactics are most likely to
influence task commitment





Consultation, inspirational appeal and rational
persuasion moderately effective regardless of
direction
Pressure, coalition and legitimating usually
ineffective. (used when resistance is anticipated)
Ingratiation and exchange moderately effective
influencing peers and subordinates and
ineffective with superiors (not good with weak
power bases)
How about perceived management
effectiveness


Rational Persuasion clearly the best
predictor of effectiveness ratings made by
a manager’s boss

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Influence tactics

  • 2. Define Power and Influence Power is the ability to bring about change in one’s psychological environment.  Influence is the use of power to bring about change 
  • 3. An influence model for leadership Follower Responses Leader Behavior Power and Influence Tactics Commitment , Compliance, Resistance Situation Leader characteristics Style End Result Group effectiveness Follower Performance Follower satisfaction
  • 4. Nine influence tactics likely to be relevant to a manager’s effectiveness      Rational Persuasion Inspirational appeal Consultation Ingratiation Exchange     Personal Appeal Coalition Legitimating Pressure
  • 5. Definition of Influence tactics  Rational Persuasion    Inspirational appeal    Logical arguments and factual evidence Expert Power Arouse enthusiasm by appealing to values ideals and aspirations Referent power Consultation   Need your support so will seek your assistance or modify your proposal to get it. Reward, coercive or legitmate
  • 6. Definition of Influence tactics  Ingratiation  Get you in a good mood before asking you for something  Reward Power  Exchange  Quid pro Quo  Reward Power  Personal Appeal  Appeals to your feelings of loyalty and friendship  Referent or Reward Power
  • 7. Definition of Influence tactics  Coalition     Legitimating     Get someone else to persuade you to comply Use someone else’s support as reason for you to comply Coercive Power Claims to have the authority to get you to do something Verifying its in the policy manual, rules or practices and traditions Legitimate Power Pressure   Use demands threats or persistent reminders Coercive Power
  • 8. How is the effectiveness of a tactic determined? Is it consistent with social norms and role expectations  Does leader have approprited power base  Will tactics influence followers’ attitude  The leader’s skill in using tactic  How much built in resistance because of the nature of the request 
  • 9. What tactics are most likely to change followers’ attitude?  Tactics that create favorable follower attitude.  Consultation, persuasion.  inspirational appeal, rational Tactics that result in compliance without changing attitudes—coercion and manipulation.  Pressure, legitimating, some coalition building
  • 10. Which tactics are most likely to influence task commitment    Consultation, inspirational appeal and rational persuasion moderately effective regardless of direction Pressure, coalition and legitimating usually ineffective. (used when resistance is anticipated) Ingratiation and exchange moderately effective influencing peers and subordinates and ineffective with superiors (not good with weak power bases)
  • 11. How about perceived management effectiveness  Rational Persuasion clearly the best predictor of effectiveness ratings made by a manager’s boss