LEAD 701 Yukl chapter08

1. Power and Influence Tactics
8-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

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.
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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
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6.  Instrumental compliance
 Internalization
 Personal identification
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7.  Impression management
 Political
 Proactive
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8.  Commitment
 Compliance
 Resistance
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9.  Legitimate
 Reward
 Coercive
 Referent
 Expert
 Information
 Ecological
 Position and Personal
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10.  Social exchange theory
 Strategic contingencies theory
 Institutionalization of power
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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
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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
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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
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16.  A moderate amount of position power is
necessary
 Personal power is less susceptible to misuse
 Extensive expert power can lead to failure
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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
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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
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21.  Rational persuasion
 Consultation
 Collaboration
 Inspirational appeals
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22.  Effects of individual tactics
 Combining tactics
 Sequencing tactics
 Resisting influence attempts with tactics
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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
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