POWER

“A smile and a gun go a lot further than just a smile alone.” Alfonse Capone

POWER V. INFLUENCE

•Power - the capacity to produce effects on others.

•Influence - the change in a target agent’s attitudes, values, beliefs, or behavior as the result of influence tactics.

•Influence tactics - a person’s behaviors designed to change another person’s attitudes, beliefs, values, or behaviors.

POWER & SYMBOLS

•Arrangement of furniture

•Symbols

•Titles

•Clothing

POWER TAXONOMY

French and Raven

Five sources or bases of power

•EXPERT - power of knowledge

•REFERRENT - Relationship between the leader and the followers

•LEGITIMATE - formal, official authority

•REWARD - potential to influence due to control over desired resources

•COERCIVE - administration of negative sanctions or removal of positive events.

POWER TAXONOMY

Four bases stem the person’s position in the organization.

•Legitimate

•Reward

•Coercive

•Information

POWER TAXONOMY

•Referent power stems from the person not the organization.

•Expert power can also come from the person.

•Prestige power – power stemming from one’s status and reputation.

CONCLUSIONS

•Leaders use all 5 bases

•Reciprocal influence between effective leaders and followers

• Variability re: power sharing

•Effective leaders increase their power bases

NEED FOR POWER

McClelland

•Personalized Power - desire power for selfish reasons

•Socialized Power - desire power in the service of higher goals

•Thematic Apperception Test (TAT)

Projective personality test

need Achievement

need Power

need Affiliation

ORGANIZATIONAL CHANGE

RATIONAL APPROACH

Michael Beer

C = D x M x P > R

C – Change

D – Dissatisfaction

M – Change Model (Vision)

P – Process

R - Resistance

ORGANIZATIONAL CHANGE

RATIONAL APPROACH

•Dissatisfaction – follower’s level of satisfaction is an important ingredient in leader’s ability to drive change.

•Follower’s emotions are fuel for change.

ORGANIZATIONAL CHANGE

RATIONAL APPROACH

Model – four components

•Environmental scanning

•Vision

•Identification of needed changes

•New goals

ORGANIZATIONAL CHANGE

RATIONAL APPROACH

•Process – Development and execution of the change plan.

•Outline of sequence of events, deliverables, responsibilities, timelines, metrics, and feedback mechanisms.

•Inability to execute major reason for executive failure.

ORGANIZATIONAL CHANGE

RATIONAL APPROACH

Resistance –

•Frustrations caused by expecting too much

•Fear of loss – power, relationships, rewards, competence, identity.

ORGANIZATIONAL CHANGE

RATIONAL APPROACH

Resistance – SARA Model

•Four reactions to change

•Shock or Surprise

•Anger

•Rejection

•Acceptance

•Top, Middle, First line

ORGANIZATIONAL CHANGE

8 Reasons why change efforts succeed

•Demonstrate a sense of urgency

•Form a strong change coalition

•Envision the future and build a strategy

•Constantly communicate the vision

•Remove barriers & align the organization

•Build on early successes

•Maintain the pace of change

•Put systems in place to reinforce change

ORGANIZATIONAL CHANGE

8 Reasons why change efforts fail

•Allow too much complacency

•Fail to create strong coalition

•Underestimate the power of vision

•Undercommunicate the vision

•Permit obstacles to block the vision

•Fail to create short-term wins

•Declaring victory too soon

•Neglect to anchor changes to the culture

ORGANIZATIONAL CHANGE

Charisma

•Enthusiasm and passion

•Greek word meaning “divinely inspired gift”.

•Charisma is a positive and compelling quality of a person that makes many others want to be led by that person.

•Charisma is based on perceptions.

CHARISMATIC LEADERSHIP

Max Weber

Three types of authority systems

•Traditional – birthright

•Legal-rational - laws

•Charismatic – personal characteristics

Charismatic leaders come from margins in times of great stress and form emotional connections with followers

•.

CHARISMATIC LEADERSHIP

•Charismatic leaders are thought to possess superhuman qualities.

•Charismatic leaders must project an image of success.

•Charismatic leaders focus society on the problem it faces and on the revolutionary solutions proposed by the leader.

•Focus on revolution against the traditional and legal-rational authority systems.

CHARISMATIC LEADERSHIP

•Key dimension of charismatic leadership is interaction between leader and the people being led.

•Leader has exceptional gift for inspiration and non-rational communication.

•Followers response is one of awe, reverence, devotion, or emotional dependence.

CHARISMATIC LEADERSHIP

•Charismatic leaders more than noncharismatic leaders value and pursue the impression that they are trustworthy, credible, morally worthy, innovative, and powerful in the eyes of their followers.

•Charismatic leaders more than noncharismatic leaders use impression management strategies of exemplification and promotion to secure and maintain desired image of their selves, their vision, and their organization.

CHARISMATIC LEADERSHIP

Burns

•Transactional leadership – leaders and followers in exchange relationship. Transitory, legitimates status quo.

•Transformational leadership – appeals to values and higher purpose. Changes status quo

•Raises standard of conduct. Conflict and change inherent

CHARISMATIC LEADERSHIP

Leader Characteristics

•Vision – future oriented, perceive fundamental discrepancies, vision to overcome present shortcomings.

•Vision is often collaborative. Values serve as moral compass.

•Leader’s vision helps followers interpret events and actions in terms of a common perceptual framework.

CHARISMATIC LEADERSHIP

Leader Characteristics

•Rhetorical skills – gifted ability to share vision.

•heighten follower’s emotions

•Inspire followers

•Metaphors, analogies, stories Not logical argument.

CHARISMATIC LEADERSHIP

Leader Characteristics

•Image and Trust –

•unshakable self-confidence

•moral conviction,

•personal example,

•self-sacrifice,

•unconventional tactics or behavior.

CHARISMATIC LEADERSHIP

Leader Characteristics

•Personalized Leadership –

•Strong personal bonds with followers

•Sensitive to emotional states of followers

•Emotionally expressive (non-verbal behavior)

•Empower followers by building self-efficacy

CHARISMATIC LEADERSHIP

Follower Characteristics

•Charisma is a function of follower reactions.

•Charisma is in the eye of the beholder.

•Interaction between leader and follower. (Referent)

CHARISMATIC LEADERSHIP

Follower Characteristics

•Identification

•Heightened Emotions

•Willing Subordination

•Feelings of Empowerment.

CHARISMATIC LEADERSHIP

Follower Characteristics

Identification with Leader & Vision –

•Strong affection for leader

•Sharing of beliefs

•See implementation of vision as a solution to their problems.

•Need for approval way beyond contract relationship

•Charismatic leaders capitalize on dissatisfaction

CHARISMATIC LEADERSHIP

Follower Characteristics

Heightened Emotions -

•Increased levels of effort and performance

•Polarizing effect

CHARISMATIC LEADERSHIP

Follower Characteristics

Willing Subordination -

•Deference to leader’s authority

•Leader can do no wrong

•Unquestioned authority

CHARISMATIC LEADERSHIP

Follower Characteristics

Feelings of Empowerment –

•Capitalize on Pygmalion Effect

CHARISMATIC LEADERSHIP

Situational Characteristics

Crises –

•Followers who are content see little need for charismatic leader.

•Allows leaders to break the rules

Task Interdependence –

CHARISMATIC LEADERSHIP

Effects of Charisma (House)•Members’ trust in the correctness of leader beliefs

•Similarity of group members’ beliefs to the leader

•Unquestioning acceptance of the leader

•Affection for the leader

•Willing obedience to the leader

•Identification with and emulation of the leader

•Emotional involvement with the mission

CHARISMATIC LEADERSHIP

Effects of Charisma (House)•Heightened goals of the group members

•Feeling that group members will be able to accomplish the mission

CHARISMATIC LEADERSHIP

Effects of Charisma (House)

Halpert’s factor analysis

Referent Power•Similarity members’ beliefs

•Identification

•Affection

CHARISMATIC LEADERSHIP

Effects of Charisma (House)

Halpert’s factor analysis

Expert Power•Members’ trust

•Unquestioning acceptance

•Willing obedience

CHARISMATIC LEADERSHIP

Effects of Charisma (House)

Halpert’s factor analysis

Job Involvement•Emotional involvement with the mission

•Heightened goals of the group members•Feeling that group members will be able to accomplish the mission•Job involvement is a key component of job satisfaction.

CHARISMA

Developing Charisma

•Visioning

•Enthusiasm

•Persistence

•Remember names

•Appearance

•Candidness

VISION

A vision statement is more likely to be inspirational when it combines 3 elements:•A reason for being beyond money

•Timeless, unchanging core values

•Ambitious but achievable goals

•Connect with goals of followers

ENTHUSIASM

•Get ample rest

•15 minute power naps during day

•Exercise

•Good diet

•Whittle away at ‘to do’ list

PERSISTENCE

•Almost never accept no attitude.

•Know when to cut losses.

REMEMBER NAMES

•Really care about people.

•Listen carefully, repeat name, study face.

APPEARANCE

•Image consultants

•Context important

CANDIDNESS

•Speak directly rather than indirectly.

•Evidence that charisma can be learned.

CHARISMA

www.workstar.net/library/charisma.htm

PERSUASION

•Form of influence

•Process of guiding people toward the adoption of some behavior, belief, attitude preferred by the persuader.

•Presenting information and

•Interacting with another

PERSUASION

Persuadee

•Address motivation

•Participation

•Reward for change

PERSUASION

Persuader

•Establish credibility

•Frame for common ground

•Reinforce with logic and reason

•Establish an emotional connection

PERSUASION

Persuader

Establish credibility -

•Expertise

•Trustworthiness

•Composure

•Positive Appearance

PERSUASION

Persuader

Frame for common ground

•Provide a perspective

•Provide open-minded way to discuss alternatives

•Create a logical structure for decisions

PERSUASION

Persuader

•Reinforce with logic and reason

•Establish an emotional connection

PERSUASION

Reardon’s ACE Theory of Persuasion

•Appropriateness – the right thing to do

•Consistency – degree to which action proposed compares to persuadee/peer behavior

•Effectiveness – degree to which leads to desirable end state

PERSUASION TIPS

•Believe in yourself

•Sense where your audience is at on an issue and that you understand their position

•Know your audience

•Balance emotional appeals with reasoning and credibility

•Use facts, data, and logic

PERSUASION TIPS

•Put your material in human terms

•Use assertive language

•Maintain composure

•Use props to enhance

•Provide reinforcement and follow-through

PRESENTATION TIPS

BEFORE

•Research intended audience – who are they, what do they expect

•Determine dress

•Prepare remarks

•Practice talking points

•Relax

PRESENTATION TIPS

DURING

•Begin with an anecdote or quote – attention grabber to focus. No jokes

•Give organizing framework

•Present core of argument at beginning

•Make session interactive

•Use technology, but sparingly

•Be interesting not necessarily entertaining

•Close with a compelling thought or quote

PRESENTATION TIPS

AFTER

•Evaluate

•Follow-up

PERSUASION TIPS

STAGE FRIGHT

•Prepare

•Visit the site

•Visualize success

•Maintain realistic expectations

•Gain experience

•Talk about something that interests you

•Develop relaxation routine

•Use visual aids

•Use gestures

NETWORKING

•The building and nurturing of personal and professional relationships.

•Creates a chain of information, contacts, and support.

NETWORKING

Building

•Organize current network

•Use web

•Join civic organizations

•Let others know your goals

•Ask how you can help

•Do something everyday to expand network

•Always exchange business cards

•Keep in touch

NETWORKING

Building

•Organize current network

•Use web

•Join civic organizations

•Let others know your goals

•Ask how you can help

•Do something everyday to expand network

•Always exchange business cards

•Keep in touch