Power & Influence

1. Power & Influence

2. Overview • Power vs. Influence • Sources of Power • Transfer Power into Influence • Three R’s • Upward Influence

3. Power vs. Influence • Power - capacity to produce effects on others • Influence -the change in attitudes, values, beliefs, or behavior as a result of power

4. Expert Power • Is the power of knowledge • Followers can have more expert power than leaders in certain situations Example: Leader new to unit

5. Referent Power • Refers to the influence one has due to the strength of the relationship between the leader and the followers • Often takes time to develop Example: Followers admire and respect the leader

6. Legitimate Power • One’s formal or official authority Example: Authority you have due to your rank

7. Reward Power • The potential to influence others due to one’s control over desired resources Examples: OPRs, EPRs, PRFs, awards and decorations, Officer/Enlisted/Civilian of the Quarter Award

8. Coercive Power • The potential to influence others through the administration of negative sanctions Examples: LORs, LOCs, Article 15s, Courts-martial

9. Transform Power into Influence • Three R’s • Retribution • Reciprocity • Reason • Persuasive • Manipulative • Upward Influence

10. Transfer Power into Influence • Three R’s • Retribution: threatening • Direct - explicit threat of punishment (coercion) • Indirect - threat is implied rather than stated (intimidation) • Pros • Produce immediate effect • Follows manager specification • Cons • Creates resistance, resentment, & alienation • Stifles initiative & innovation Effective managers use this sparingly; reserve for crisis

11. Transfer Power into Influence • Three R’s • Reciprocity: compliance by satisfying the needs of both parties (favors thru social obligations) • Pros • Results w/o resentment • Both parties benefit • Don’t have to justify actions (bargain) • Cons • Requires trust • Expect negotiations for requests • Undercuts group commitment

12. Transfer Power into Influence • Three R’s • Reason: articulation of the concept; subordinates recognize the value of the plan • Pros • Higher compliance • Commitment to group principles • Superiors rate highly effective • Low levels of stress • High job satisfaction • Cons • Takes time to build trust • More people involved, longer it takes

13. Transfer Power into Influence • Three R’s • Reason: articulation of the concept; subordinates recognize the value of the plan Persuasion Explicit, direct, and respects the judgment/ability of the subordinate Manipulation based on disrespect subordinates’ abilities and a lack of trust in their judgment

14. Transfer Power into Influence • Upward Influence • Influence on superior • Shield subordinates from distractions • Strengthens manager’s power base • Issue Selling: convince boss issue requires attention • Trickle-Up Influence

15. Transfer Power into Influence • Upward Influence • Trickle-Up Influence • Necessary because of decentralization of today’s workplace • Superiors need to be informed • Speak up - talk about good ideas to superiors • Team up - gather allies for credibility • Lead up - display open-mindedness, support, trust • Be straightforward

16. Final Thoughts • Establish power thru personal attributes (pp. 177-181) • Transform power into influence using Three R’s • Use power to engender trust • Emphasize reciprocity & reason • Use retribution in crisis • Influence flows up & down chain • Upward influence should be for good of group, not personal ambition

17. Summary • Power vs. Influence • Sources of Power • Transfer Power into Influence • Three R’s • Upward Influence