Chapter 5: Gaining Power and Influence

How do you get to the top of the world?

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Objectives

Enhance personal and position powerUse influence to accomplish exceptional workNeutralize inappropriate influence attempts

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Is “Power” A Dirty Word?

Does the word “power” conjure up images of domination and manipulation for you?Do you think that people who use power are vindictive and/or cunning?Does the acquisition of power prevent people from acting in the best interests of a larger group?

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Some Thoughts on Power

“The use of influence in itself is not negative....Like any powerful force –from potent medicine to nuclear power –it is the morality with which influence is used that makes all the difference.” R.L. Dilenscheider, 1990“Hell is knowing you have a better solution than someone else, but not being able to get the votes.”

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Use and Abuse of Power

Powerful managers: intercede favorably on behalf of othersget more resourcesget fast access to decision makersget information early

Derailed managers:are insensitive to others and betray their trustare cold, aloof and arrogantconstantly play politics to move upcannot build a teamare overdependenton others

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Power Concepts

The ability of a person or group to change the attitudes or behavior of others.

Power is not power OVER othersPower is the ability to GET THINGS DONE

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Two Faces of Power

Personal Powerused for personal gain

Institutional Powerused to create motivationused to accomplish group goals

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Sources of Personal Power

Expertise – work related knowledgeAttraction – charisma, agreeable behavior, physical characteristicsEffort – doing “whatever it takes” to get the job doneLegitimacy – taking action congruent with the prevailing value system

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Personal Power and Personal Trustworthiness

Sources of Personal

Power

Linking Personal

Characteristic

Requirements for Personal

Trustworthiness

ExpertiseEffort

ReliableDependable

Ability: Can they make good on their

commitments?

AttractionLegitimacy

LikeableAcceptable

Motivation: Will they make good on their

commitments?

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Using Effort to Manage Your Boss

Make sure you understand your boss and his/her context including

Goals and objectivesPressuresStrengths, weaknesses, blind spotsPreferred work style

Information on slides 9-11 adapted from J. J. Gabarrow and J. P. Kotter, “Managing Your Boss,” Harvard Business Review (January-February 1980): 92-100.

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Using Effort to Manage Your Boss

Assess yourself and your needs, including

Strengths, weaknesses, and blind spotsPersonal styleRelation to authority figures

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Using Effort to Manage Your Boss

Develop and maintain a relationship that Fits both your needs and stylesIs characterized by mutual expectationsKeeps your boss informedIs based on dependability and honestySelectively uses your boss’s time and resources

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Sources of Position Power

Centrality – establishing a network of task and interpersonal relationshipsFlexibility – freedom to exercise one’s judgmentVisibility – interacting with influential people in the organizationRelevance – working on the central objectives and issues in an organization

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Influence Strategies

Retribution through intimidation (pressure) or coercion (threaten)Reciprocity through ingratiation (obligate) or bargaining (exchange)Reason through appeal to values (general principles) or presenting facts (merits and needs)

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When to Use Retribution

Influencer has complete powerCommitment and quality not importantTight time constraintsSerious violationsSpecific, unambiguous requestsResistance to request is likely

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When To Use Reciprocity

Needs are specific and short termEstablished exchange norms existThere is adequate time for negotiatingParties viewed as trustworthyCommitment to broad values not criticalParties mutually dependent

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When To Use Reason

There is adequate time for extensive discussionCommon goals/valuesParties share mutual respectParties share ongoing relationship

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Neutralizing Retribution Strategies

Use countervailing power to shift dependence to interdependenceConfront the exploiting individual directlyActively resist

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Neutralizing Reciprocity Strategies

Examine the intent of any gift or favor-giving activityConfront individuals who are using manipulative bargaining tacticsRefuse to bargain with individuals who use high-pressure tactics

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Neutralizing Reason Strategies

Explain the adverse effects of compliance on performanceDefend your personal rightsFirmly refuse to comply with the request

Model of Power and Influence

SOURCES OF PERSONAL POWER:

•Expertise•Personal Attraction

•Effort•Legitimacy

Selection of Proper Influence Strategy

Influence over Others

SOURCES OF POSITION POWER:

•Centrality•Criticality•Visibility•Flexibility•Relevance

Power of an Individual

Assertive Responses to Inappropriate

Influence Attempts

Increasing Authority via Upward Influence

Copyright © 2002, Prentice Hall 21

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Gaining Power and Influence Behavioral Guidelines

Enhance your personal powerIncrease centrality and criticality of your positionIncrease the latitude and flexibility of your jobIncrease the visibility of your job performanceIncrease the relevance of your tasks

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Gaining Power and Influence Behavioral Guidelines

Use reason, reciprocity, and retribution influence strategies when and where appropriateNeutralize reciprocal and retribution influence strategies as neededSell your issues to senior managersPerform in ways that benefit your boss

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Dr. Brilliant vs. the Devil of Ambition

Brilliant advice:Push the envelope. Get eclectic.Feel as much as you can.Mix philosophy with a love of God and a love of work.Take your job, not yourself, seriously.Just look. The answer to “What am I doing here?” is obvious.

From Harriet Rubin, “Dr. Brilliant vs. the Devil of Ambition.” Fast Company, October 2000, 39: 252-273