Leadership power and influence tactics in organizations.

1. POWER AND INFLUENCE TACTICS
By;
Vinay Chaithanya

2. POWER
Ability to influence.
Agent and target

3. AUTHORITY
Rights ,prerogatives, obligations and duties associated with particular
positions in an organization.

4. INFLUENCE PROCESSES
The psychological explanation for interpersonal influence involves the motives
and perceptions of the target person in a relation to the actions of the agent
and the context in which the interaction occurs.
3 Types of influence processes as proposed by Kelman(1958)
• Instrumental compliance
• Internalization
• Personal Identification

5. INSTRUMENTAL COMPLIANCE
Target carries out a requested action for the purpose of obtaining a tangible
reward.

6. INTERNALISATION
The target commits and supports the proposals made by the agent.

7. PERSONAL IDENTIFICATION
Target imitates the agents behavior to please agent and to be like the agent

8. TYPES OF INFLUENCE TACTICS
The type of behavior used intentionally to influence the attitudes and
behavior of another person is called influence tactics.
3 different types of influence tactics can be differentiated according to the
primary purpose:
•Impression management tactics
•Political tactics
•Proactive tactics

9. IMPRESSION MANAGEMENT TACTIC
Intended to influence people to like the agent.

10. POLITICAL TACTICS
Used to influence organizational decisions or gain benefits from the group.

11. PROACTIVE TACTICS
These tactics have immediate task objectives.
Like influencing the group to do a new task or change the procedures.

12. LEADER POWER
LEADER
INFLUENCE
BEHAVIOUR
INFLUENCE
OUTCOMES
COMPLIANCE
COMMITMENT
RESISTANcE

13. POWER SOURCES
•Legitimate power
•Reward power
•Coercive power
•Referent power
•Expert power
•Information power
•Ecological power
•Position and personal power

14.  Described by 3 theories
 Social Exchange Theory
 Strategic Contingencies Theory
 Institutionalization of power

15.  In a group, the amount of status and power accorded to an elected or
emergent leader by other members depends on the person’s loyalty,
demonstrated competence and contribution.
 Gain influence from repeated demo of expertise and loyalty
 Innovation is a double edged sword.
 Failure and power

16.  Power of a subunit in an organisation depends on,
-Expertise in coping with important problems
-Centrality of subunit in workflow
-Extent of uniqueness of subunits expertise.
 Subunits with critical expertise more likely to be elected to positions of
authority
 Theory fails to take into account the possibility that a powerful subunit can
use its power to protect its dominant position & denying rivals an
opportunity to demonstrate their strength.

17.  The process of using political tactics to increase influence or protecting
existing power sources
 Can get members appointed to key leadership positions. Where they
promote the subunits objective.
 Use power to maintain dominant position even after their expertise is no
longer critical
 Control over resources & denying others opportunities to demonstrate their
expertise.
 Critics expelled, silenced.

18.  Effective leaders-> Personal power + Positional power
 Control over information complements expert power
 Reward power: Deeper relationship with subordinates. Enhance referent
power
 Coercive power: Compliance with rules which are unpopular but necessary
 Power corrupts!
 Personal power less susceptible to misuse.

19. How to use legitimate power?
 Make polite, clear requests
 Explain the reasons for the request
 Don’t exceed scope of authority.
 Follow proper channels
 Follow up to verify compliance
How to use Reward power?
 Offer type of rewards that people like
 Fair & ethical
 Don’t promise more than you can deliver
 Explain criteria for giving reward
 Keep your promises
 Don’t manipulate

20. Coercive power:
 Use only when absolutely necessary
 Used to deter illegal activities, violation of safety, direct disobedience of
legitimate requests.
 Explain, respond, investigate
 Sufficient oral & written warnings
 Reprimand in private
 Maintain credibility
 Punishments should be fair, legitimate

21. Expert Power:
 Explain the reasons
 Provide evidence
 No rash statements
 Don’t lie, exaggerate
 Listen seriously to other person’s concerns
 Confident & decisive
Referent power:
 Acceptance and positive regard
 Be supportive & helpful
 Keep promises & commitments
 Sacrifice
 Lead by example.

22. • Rational Persuasion
• Apprising
• Inspirational Appeals
• Consultation
• Collaboration

23. • Ingratiation
• Personal Approach
• Exchange
• Coalition Tactic
• Legitimating Tactics
• Pressure

24. • Pro active tactics are not needed always in an influence
attempt.
• But when a person is likely to resist a simple request,
use of pro active influence tactics will make influence
attempt successful.
• These tactics are used generally used when request is
unusual, controversial, or difficult to do.

25. Influence Tactic Definition Example
Rational Persuasion The agent uses logical arguments and
factual evidence to show a proposal or
request is feasible and relevant for
attaining important task objectives.
Advertisements
Apprising The agent explains how carrying out a
request or supporting a proposal will
benefit the target personally.
Educational Institutions
suggest some certifications
Inspirational
Appeals
The agent makes an appeal to values
and ideals or seeks to arouse the target
person’s emotions to gain commitment.
Political Leaders
Collaboration The agent offers to provide relevant
resources and assistance if the target will
carry out a request or approve a
proposed change.
Myntra and Flipkart Delivery

26. Influence Tactic Directional Use Sequencing
Results
Used Alone or in
combination
General
Effectiveness
Rational
Persuasion
In all directions Initial Request In both ways High
Apprising More down than
up/Lateral
--- Used with other
tactics
Moderate
Inspirational
Appeals
More down and
Lateral than Up
No Difference Used with other
tactics
High
Collaboration More down than
up/Lateral
--- Used with other
tactics
High

27. • Rational Persuasion
- explain in detail why request or proposal is important.
- Use facts and logics to make clear case in support of
request
- Provide evidence request is feasible and better than
alternatives

28. 1)Provide evidence that proposal is feasible
2)Explain why it is better than competing ones
3)Explain how likely problems could be handled
INSPIRATIONAL APPEALS
1)Appeal to the person’s ideals and values
2)Link the request to the person’s self image
3)Link the request to a clear and appealing vision
4)Use positive ,optimistic language

29. CONSULTATION
1)State your objective and ask what the person can
do to help
2)Ask for suggestions to improve
3)Involve the person in planning to attain an
objective
4)Respond to the person’s concerns and suggestions

30. • Offer to show the person to perform the
requested task
• Offer to provide necessary resources
• Offer to help the person solve problems caused
by a request
• Offer to help the person implement a proposed
change