A511.3.3.RB - Power and Influence

A511.3.3.RB - Power and Influence

            It has been my experience that Power and Influence go hand and hand. Yukl identified distinct influence tactics and discovered that there are few differences between the way bosses, subordinates, and peers use them. Responses to influence attempts include resistance, compliance, or commitment. Resistance occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt. Compliance occurs when the target does not necessarily want to obey, but they do. Commitment occurs when the target not only agrees to the request but also actively supports it as well. Within organizations, commitment helps to get things done, because others can help to keep initiatives alive long after compliant changes have been made or resistance has been overcome. Power produces influence and influence produces power.

Power may be used positively or negatively. When used negatively it may well cause conflict. Used positively it can be used to overcome conflict and even avert it. Different sources of power have been identified and can be described based on power Sources (a) Positional Power and (b) Personal Power:

Positional Power Sources

• Legitimate Power
• Reward Power
• Coercive Power

Personal Power Sources

• Referent Power
• Expert Power
• Information Power

            I have worked with managers who have abused their power. The result have led to demotivated individuals or teams, conflict and loss of respect for the manager from team members. All leaders need to assess how they are using legitimate power. Develop other sources of power to increase your influencing skills and achieve results through your people.

            Contrasting Leadership and Power. Leadership focuses on goal achievement, requires goal compatibility with followers and focuses influence downward. Power is used as a means for achieving goals, requires follower dependency and used to gain lateral and upward influence.

            In my role as a Lead M.E. I try to use leadership skills. Most of my team members are at least 10 years my seniors. I have Formal Power (an individual’s position in an organization) and Legitimate Power (power a person receives as a result of his or her position in the formal hierarchy of an organization), but that’s not going to work for team mates that feel that they have Expert Power (influence based on special skills or knowledge).

            I have learn that using social influence tactics work best for me. Using logical arguments and facts to persuade another that a desired result will occur. Arousing enthusiasm by appealing to one’s values and beliefs. Asking for participation in decision making or planning a change. Appealing to feelings of loyalty and friendship before making a request. Persuading by seeking the assistance of others or by noting the support of others. Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices.

References

Willer, D., Lovaglia, M. J., & Markovsky, B. (1997). Power and Influence: A Theoretical Bridge. Oxford Journals, 571-603.

Yuki, G. A. (2012). Leadership in Organizations. Pearson.