What is power and influence?
Power:
According to Yukl, 2013, the concept of power is useful for understanding how people are able to influence each other in organizations (Mintzberg, 1983; Pfeffer, 1981, 1992). Power involves the capacity of one party (the “agent”) to influence another party (the “target”). How power is used and the outcomes of influence attempts can increase or reduce an agent’s subsequent power. In this book, the term power is usually used to describe the absolute capacity of an individual agent to influence the behavior or attitudes of one or more designated target persons at a given point in time.
Influence:
Influence is the essence of leadership. To be effective as a leader, it is necessary to influence people to carry out requests, support proposals, and implement decisions. In large organizations, the
effectiveness of managers depends on influence over superiors and peers as well as influence over
subordinates. Influence in one direction tends to enhance influence in other directions (Yukl, 2013).
How is power is acquired or lost in organizations?
According to Gareth, 2006, the "power" within an organization may not always rest with the "boss".
The following sources of power can provide organization members with a variety of means for enhancing their interests and smoothing over or creating organization conflict.
Leader power has a negative effect on team members' perceptions of the leader's ability and desire to engage in open communication. Because open communication is vital to any project, these perceptions can hurt team performance.
These negative effects of leader power can be virtually eliminated simply by clearly communicating the idea that every team member is individually instrumental to any given task at hand.
Influence, at its most basic definition, is changing someone’s behavior. It making an impact in a situation where you ordinarily you wouldn’t have much control. It is a way of doing something, rather than sitting back and deciding that there is nothing you can do.
- Formal authority
- Use of organizational structure, rules and regulations
- Ability to cope with uncertainty
- Interpersonal alliances, networks, and control of "informal organization"
- Symbolism and the management of meaning
- Gender and the management of gender relations
- Structural factors that define the stage of action
- The power one already has
Additionally, the control of the following can provide additional power to members:
| carce resources |
| Decision processes | |
| Knowledge and information | |
| Boundaries | |
| Technology | |
| Counter organizations |
Consequence of power for leadership effectiveness:
Members of teams with high-power leaders are likely to keep quiet in meetings, both because high-power leaders talk a lot, meaning there's not much time for others to talk, and because of the perception—fair or not—that powerful people aren't interested in anyone else's ideas. This can result in a dearth of ideas during brainstorming sessions.Leader power has a negative effect on team members' perceptions of the leader's ability and desire to engage in open communication. Because open communication is vital to any project, these perceptions can hurt team performance.
These negative effects of leader power can be virtually eliminated simply by clearly communicating the idea that every team member is individually instrumental to any given task at hand.
Types of influence tactics used in organizations:
Influence, at its most basic definition, is changing someone’s behavior. It making an impact in a situation where you ordinarily you wouldn’t have much control. It is a way of doing something, rather than sitting back and deciding that there is nothing you can do.
Influencing tactics are as follows:
References:
Morgan, G. (2006). Images of organization (Updated ed.). Thousand Oaks, [etc.: Sage Publications.
Yukl, G. (2013). Leadership in organization. (8th ed.). Upper Saddle River, NJ: Prentice Hall.
- Rational/Logical Persuasion
- Inspirational Appeal
- Consultation
- Collaboration
I believe that all of the above tactics can be used to influence subordinates and peers. I am a firm believer that more than one tactic should be used! Different people react to influence in different ways, when different tactics are used a manager is not only influencing but doing so with the best possible outcome! Influencing superiors however, is a bit trickier! When influencing superiors
it is important to inspire and collaborate, leaning any further on the consultation or persuasion side of things could be taken as being a pushy or over-stepping boundaries!
it is important to inspire and collaborate, leaning any further on the consultation or persuasion side of things could be taken as being a pushy or over-stepping boundaries!
The power that I personally bring to my work place is a collaborative, inspiring and roll-your-sleeves up approach. I believe people are much more receptive to me in this manner, which in turn does not make it tough to convince 'Alaskans to buy ice' from me! (I can be very persuasive, without anybody knowing at all)
A strong part of this power and influence for me, is team work. I never ask a person to do something I will not do myself, I like working with people, whenever possible!
In my current position I haven't experience high quality LMX situations (Leader-member exchange).
Leader-member exchange (LMX) theory posits that leaders develop special relationships with certain employees. By and large, prior studies have emphasized the positive aspects of LMX for the employees who have high-quality exchange relationships with their supervisors
However, given the benefits that tend to accrue to employees in high-quality exchange relationships, workers who have relatively low-quality exchange relationships with their supervisors are likely to be frustrated when they compare their situation to that of their peers.
On second thought, maybe I HAVE experience high quality LMX situation, but am just on the 'high' side. I tend to have really good relationships with my supervisors!
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