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Various Leader´s Power
The document discusses various types of power that leaders can wield, categorizing them into position power and personal power. It identifies seven different forms of power, including coercive, reward, legitimate, referent, connection, information, and expert power, each with unique characteristics and influences on followers. The key message emphasizes the importance of utilizing the full spectrum of power effectively and being aware of which forms are overused or underused.
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Various Leader´s Power
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- 2. OBJECTIVES Ability to identifyand use different kinds of power. Learn about various leader´s power. To understand how others view power.
- 3. SEVEN DIFFERENT KINDSOF POWER USING POWER FROM POSITION VS. POWER FROM PERSON POSITION PERSON Position power: Derived from top management and is delegated down the chain of command. Personal power: Derived from the follower based on the individual’s behaviour. Leaders derive power from their positions and personalities.
- 4. THE SOURCE OFPOWER InformationLegitimateConnection ExpertReferentRewardCoercive POSITION PERSON 4
- 5. POWER FROM POSITION •Based on fear. • Involves threats and/or punishment to influence compliance. • Followers believe that failure to comply will lead to punishments. • This is the power to force someone to do something against their will. It is often physical although other threats may be used. It is the power of dictators, despots and bullies. Coercion can result in physical harm, although its principal goal is compliance. Demonstrations of harm are often used to illustrate what will happen if compliance is not gained. Coercive POSITION
- 6. POWER FROM POSITION •A common trap that people in such roles can fall into is to forget that people are obeying the position, not them. When they either fall from power or move onto other things, it can be a puzzling surprise that people who used to fawn at your feet no long do so. Coercive POSITION
- 7. POWER FROM POSITION •Based on the leader’s “connections” with influential or important persons inside or outside the organization. • Based on the user’s relationship with influential people. • Induces compliance because others aim at gaining favour. • When an individual has a connection with someone important or powerful, they are said to possess the power of connection and may have substantial influence on others despite them not directly having any other forms of power. If you are connected to the manager of the organisation, your workmates give you “respect”. It is also common with political connections especially in those parastatal organisations that have (had?) very high political aroma. POSITIONConnection
- 8. POWER FROM POSITION •Based on the user’s ability to influence others with something of value to them. • In this case the leader has the ability to provide rewards for other people. • One of the main reasons we work is for the money we need to conduct our lives. There are many more forms of reward -- in fact anything we find desirable can be a reward, from a million dollar yacht to a pat on the back. • Reward power is thus the ability to give other people what they want, and hence ask them to do things for you in exchange. • Rewards can also be used to punish, such as when they are withheld. The promise is essentially the same: do this and you will get that. POSITIONReward
- 9. • Based onthe user’s position power given by the organisation, the position held by the leader. • The power of the leader is accepted by those who are the power is aimed at. • The higher the position, the more legitimate power a leader will gain from the position. • Legitimate power is that which is invested in a role. Kings, policemen and managers all have legitimate power if the others accept their role. The legitimacy may come from a higher power. Legitimate power can often thus be the acceptable face of raw power. PERSONPOSITION Legitimate
- 10. POWER WITHIN PERSON •Based on the user’s personal power relationship with others and the leader’s personal traits. • Leaders scoring high referent power are generally liked and admired. • This is the power from another person liking you or wanting to be like you. It is the power of charisma and fame and is wielded by all celebrities (by definition) as well as more local social leaders. In wanting to be like these people, we stand near them, hoping some of the charisma will rub off onto us. Those with referent power can also use it for coercion. One of the things we fear most is social exclusion, and all it takes is a word from a social leader for us to be shunned by others in the group. ReferentPERSON
- 11. POWER WITHIN PERSON •Based on the leader’s possession of information that is perceived as valuable. • Based on data desired by others. • We may be looking for some information, which another person has or has access to, and that information is may be so valuable to our own job or success. The person having that information may influence our behaviour in the sense we have to comply with his or her wishes in order to access for them to make it available to us PERSON Information
- 12. POWER WITHIN PERSON •Based on the user’s skills and knowledge, which gain the respect of others. • When I have knowledge and skill that someone else requires, then I have Expert power. This is a very common form of power and is the basis for a very large proportion of human collaboration, including most companies where the principle of specialization allows large and complex enterprises to be undertaken. PERSON Expert
- 13. SUMMARY Based on fear Basedon Iinks with important people Based on rewards, pay, promotion, or recognition Based on position Based on access to information Based on personal traits Based on the Ieader’s skill and knowledge COERCIVE POWER CONNECTION POWER REWARD POWER LEGITIMATE POWER INFORMATION POWER REFERENT POWER EXPERT POWER POSITIONPERSON
- 14. KEY MESSAGE Use fullspectrum of your power. Formal power goes within the position but informal power goes within the person.
- 15. Do you haveaccess to all spectrum of power? Which one do you over use? Which one you don´t use at all? What to know more: contact us http://www.develor.sk/
Editor's Notes
- #5 Position power: Derived from top management and is delegated down the chain of command. Personal power: Derived from the follower based on the individual’s behaviour. Coercive: Based on fear. Involves threats and/or punishment to influence compliance. Followers believe that failure to comply will lead to punishments. This is the power to force someone to do something against their will. It is often physical although other threats may be used. It is the power of dictators, despots and bullies. Coercion can result in physical harm, although its principal goal is compliance. Demonstrations of harm are often used to illustrate what will happen if compliance is not gained. Coercion is also the ultimate power of all governments. Although it is often seen as negative, it is also used to keep the peace. Parents coerce young children who know no better. A person holds back their friend who is about to step out in front of a car. Other forms of power can also be used in coercive ways, such as when a reward or expertise is withheld or referent power is used to threaten social exclusion. A common trap that people in such roles can fall into is to forget that people are obeying the position, not them. When they either fall from power or move onto other things, it can be a puzzling surprise that people who used to fawn at your feet no long do so. Connection: Based on the leader’s “connections” with influential or important persons inside or outside the organization. Based on the user’s relationship with influential people. Induces compliance because others aim at gaining favour. When an individual has a connection with someone important or powerful, they are said to possess the power of connection and may have substantial influence on others despite them not directly having any other forms of power. If you are connected to the manager of the organisation, your workmates give you “respect”. It is also common with political connections especially in those parastatal organisations that have (had?) very high political aroma. Reward Power Based on the user’s ability to influence others with something of value to them. In this case the leader has the ability to provide rewards for other people. One of the main reasons we work is for the money we need to conduct our lives. There are many more forms of reward -- in fact anything we find desirable can be a reward, from a million dollar yacht to a pat on the back. Reward power is thus the ability to give other people what they want, and hence ask them to do things for you in exchange. Rewards can also be used to punish, such as when they are withheld. The promise is essentially the same: do this and you will get that. Legitimate Power Based on the user’s position power given by the organisation, the position held by the leader. The power of the leader is accepted by those who are the power is aimed at. The higher the position, the more legitimate power a leader will gain from the position. Legitimate power is that which is invested in a role. Kings, policemen and managers all have legitimate power if the others accept their role. The legitimacy may come from a higher power. Legitimate power can often thus be the acceptable face of raw power. Referent Power Based on the user’s personal power relationship with others and the leader’s personal traits. Leaders scoring high referent power are generally liked and admired. This is the power from another person liking you or wanting to be like you. It is the power of charisma and fame and is wielded by all celebrities (by definition) as well as more local social leaders. In wanting to be like these people, we stand near them, hoping some of the charisma will rub off onto us. Those with referent power can also use it for coercion. One of the things we fear most is social exclusion, and all it takes is a word from a social leader for us to be shunned by others in the group. Information Power Based on the leader’s possession of information that is perceived as valuable. Based on data desired by others. We may be looking for some information, which another person has or has access to, and that information is may be so valuable to our own job or success. The person having that information may influence our behaviour in the sense we have to comply with his or her wishes in order to access for them to make it available to us. The dynamics around the campaign on the Information Access Bill by the media in Malawi is centred on this source of power. Within organisations it also happens a lot. Others struggle to know whether their loan has been approved or not because the accounts clerk or accountant isn’t just making the information readily available! Expert Power Based on the user’s skills and knowledge, which gain the respect of others. When I have knowledge and skill that someone else requires, then I have Expert power. This is a very common form of power and is the basis for a very large proportion of human collaboration, including most companies where the principle of specialization allows large and complex enterprises to be undertaken. Expert power is that which is used by Trades Unions when they encourage their members to strike for better pay or working conditions. It is also the power of the specialist R&D Engineer when they threaten to leave unless they get an exorbitant pay rise or a seat by the window.
- #6 Coercion is also the ultimate power of all governments. Although it is often seen as negative, it is also used to keep the peace. Parents coerce young children who know no better. A person holds back their friend who is about to step out in front of a car. Other forms of power can also be used in coercive ways, such as when a reward or expertise is withheld or referent power is used to threaten social exclusion. A common trap that people in such roles can fall into is to forget that people are obeying the position, not them. When they either fall from power or move onto other things, it can be a puzzling surprise that people who used to fawn at your feet no long do so.
- #12 . The dynamics around the campaign on the Information Access Bill by the media in Malawi is centred on this source of power. Within organisations it also happens a lot. Others struggle to know whether their loan has been approved or not because the accounts clerk or accountant isn’t just making the information readily available!
- #13 Expert power is that which is used by Trades Unions when they encourage their members to strike for better pay or working conditions. It is also the power of the specialist R&D Engineer when they threaten to leave unless they get an exorbitant pay rise or a seat by the window.