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Power and Leadership

The document discusses power and leadership. It defines power as the ability to influence others, which is driven by various sources of power. Leadership effectiveness depends on understanding the complex web of power relationships within organizations. There are different sources of individual power like legitimate, reward, coercive, expert and referent power. Organizational power comes from factors like coping with uncertainty, centrality and dependency. Top executives derive power from legitimate authority, control over resources and centrality in the organizational structure. The document outlines ways leaders and organizations can empower subordinates.

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janine carlyle gurrea
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153 views22 pages

Power and Leadership

The document discusses power and leadership. It defines power as the ability to influence others, which is driven by various sources of power. Leadership effectiveness depends on understanding the complex web of power relationships within organizations. There are different sources of individual power like legitimate, reward, coercive, expert and referent power. Organizational power comes from factors like coping with uncertainty, centrality and dependency. Top executives derive power from legitimate authority, control over resources and centrality in the organizational structure. The document outlines ways leaders and organizations can empower subordinates.

Uploaded by

janine carlyle gurrea
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Power and

Leadership

1
 The essence leadership is influence over
of
others. But, influence is not unidirectional.
 Power is the engine that drives the ability to
influence.
 To understand leadership effectiveness
therefore, an analysis the complex web of
of
power relationships and influence processes in
organizations is essential. We also need to
examine the sources of and the
power
relationship of different power sources to
leadership effectiveness.
2
POWER IN ORGANIZATIONS:
DEFINITION AND
CONSEQUENCES
 The terms authority influence
power, and
are often used interchangeably and
sometimes in different ways by different
writers.

3
Influence:
 The success an influence can
of attempt
be distinguished among qualitatively
distinct outcomes: commitment,
compliance, and resistance.
 In general, influence is understood as the
effect of one party (the agent) on another
(the target).

4
 Commitment: This is a result in which the
target agrees with a request or from
decision
the agent and strives carryout the request or
implement the decision effectively.
 Compliance: This is an in which the
outcome
target is willing to what the agent asks, but
do
is apathetic rather than enthusiastic about it.
 Resistance: The target is opposed to carrying
out the agent’s requests and decisions.
5
Power:
 Basically, power the ability of one
is
person (the influencing the
agent)
behavior and/or attitudes of (the
target). others
 Thus, power is not exclusive to leaders
and managers.
 Authority on the other hand, is the
power vested in a position and therefore,
is exclusive to that position.
6
SOURCES OF INDIVIDUAL POWER

 Legitimate power: From holding formal


a

position. Others comply because accept the


they

legitimacy of the position of the power holder.

 Reward power: Target complies in order to


obtain rewards controlled by the agent.
7
 Coercive Power: Compliance is avoid
to
punishments controlled by the agent.
 Expert Power: Based on a person’s
expertise, competence, and information in a
certain area.
 Referent Power: The target person comply
because they respect and like the power
holder (agent).

8
Another conceptualization of power
sources is as follows:
 Position Power: Formal authority, control
over control over punishments,
rewards,
control over information and ecological
control.
 Personal Power: Expertise, friendship or
loyalty and charisma.
 Political Power: Control over decision
processes, coalitions, co-optation and
institutionalization.
9
SOURCES AND
CONSEQUENCES OF POWER
 The first three sources of power
–legitimate, reward and coercive- are
position powers.
 Managers and executives generally hold
all these three sources of power.
 The expert and referent sources of
power are personal.

10
POTENTIAL REACTIONS TO
INDIVIDUAL SOURCES OF POWER

Coercive Power Resistance

Reward Power

Legitimate Power Compliance

Expert Power

Referent Power Commitment


11
INFLUENCE TACTICS
 Rational persuasion (Expert, info)
 Inspirational appeal (Referent)
 Consultation (All)
 Ingratiation (Referent)
 Personal appeal (Referent)
 Exchange (Reward and info.)
 Coalition building (All)
 Legitimate tactics (Legitimate)
 Pressure (Coervice)
12
ORGANIZATIONAL
SOURCES
OF POWER
 Coping with uncertainty

 Centrality

 Dependency

 Substitutability

13

POWER SOURCES
FOR TOP
EXECUTIVES

 Legitimate power and position

 Access to resources

 Control of decision criteria

 Centrality in organizational
structure 14
LEADERSHIP FACTORS IN
EMPOWERMENT

 Create a positive emotional atmosphere


 Set high performance standards
 Encourage initiative and responsibility
 Reward openly and personally
 Practice equity and collaboration
 Express appropriate confidence in
subordinates 15
ORGANIZATIONAL FACTORS
IN EMPOWERMENT
 Decentralize structure
 Select and train leaders appropriately
 Select and train employees
appropriately
 Remove bureaucratic constraints
 Reward empowering behaviors
 Create fair and open organization
policies 16
QUESTIONS?

17

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