Management Assignment : LeaderShip
32m8v0095
621-50-20181Module3.pptMGT 621
LEADERSHIP
Module 3: Power, Influence, and Reinforcement
Dr. Chet Schriesheim
Sources of Interpersonal Power in Organizations
French and Raven’s Five Bases of Social Power
- (1) Reward
- (2) Coercive
- (3) Legitimate
- (4) Expert
- (5) Referent
DEFINITIONS:
Ability to influence based upon
Giving rewards
Giving punishments
(3) felt obligation(s)
(4) perceived knowledge and experience
(5) attraction of the target to the agent
NOTE: Many textbooks define Legitimate Power incorrectly
Sources of Legitimate Power
- Authority (see next slide)
- Socialization
- Respect for Elders
- Religion
- Norm of Reciprocity (see next slide)
More Detail on Authority and the Norm of Reciprocity
Authority
Defined as “the legal, institutional right to do, decide, or command”; carries with it a reciprocal obligation to comply
Arises from property rights
Is sharply limited by each person’s “zone of acceptance”
The Norm of
Reciprocity
Defined as “the internalized obligation to return favorable treatment by another”
Arises from cultural norms and exists in virtually all societies
Is broadly limited by social consensus
Hierarchy of Reactions to the Use of Power
- Resistance (“grudging” performance when surveillance is applied)
- Compliance (performance meets expectations)
- Commitment (performance exceeds expectations)
Bases of Power and Their Likely Effects
BASE OF POWER
- Reward power
- Coercive power
- Legitimate power
- Expert power
- Referent power
LIKELY EFFECT
- Compliance
- Resistance
- Compliance
- Commitment
- Commitment
A Traditional Model of Leadership Power and Influence Behavior
LEADER PERSONAL POWER
Expert
Referent
FOLLOWER
Motivation, Performance, and Satisfaction
LEADER POSITIONAL OR ORGANIZATIONAL POWER
Legitimate
Reward
Coercive
Leader Influence Behaviors
A More Holistic View of Power and Influence Behavior
TARGET
Motivation, Performance, and Satisfaction
AGENT BASES OF POWER
Expert
Referent
Legitimate
Reward
Coercive
Influence Behaviors
How Power Is Actually Used:
Specific Influence Behaviors
SINGLE POWER BASE BEHAVIORS
Expert Power Rationality
Referent Power Friendliness
Reward Power Exchange
Coercive Power Sanctions
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MULTIPLE POWER BASE BEHAVIORS
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?????????? Coalition
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Legitimate and {Assertiveness
Coercive Power {Upward Appeal
Managerial Influence Behaviors and Relative Degree of Use (1 = Most Often Used; 7 = Least)
| Relative Amount of Use (Consistent Findings) | (Limited Findings) | ||
| Managerial Influence Behavior | When Managers Influenced Superiors | When Managers Influenced Subordinates | When Managers Influenced Peers |
| RATIONALITY | 1 | 1 | 1 |
| COALITION | 2 | 4 | 2 |
| FRIENDLINESS | 3 | 3 | 3 |
| EXCHANGE | 4 | 5 | 4 |
| ASSERTIVENESS | 5 | 2 | 5 |
| UPWARD APPEAL | 6 | 6 | 6 |
| SANCTIONS | --- | 7 | 7 |
Missing Influence Behaviors
- Blocking
- Deceit
- Training/Socialization
- Humor
Similarities Between Reward and Coercive Power and Reinforcement Theory
- There is more specific research on reinforcement than on power
- Much of the reinforcement research offers practical tips on using it
- For our purposes, we can treat Positive Reinforcement as similar to Reward Power and Punishment as similar to Coercive power
- Reinforcement theory emphasizes B = f(C) and supports the behavior modification approach, particularly doing an “A-B-C Analysis” for modifying behavior
Notes on Using Reinforcement Theory
- Why not use “Negative Reinforcement”? – Confusion with punishment
- Why not use punishment? – Many dysfunctional effects (see next slide)
- Best strategy to stop negative behavior = Remove the positive reinforcement that is encouraging the behavior.
- Best strategy to start and maintain positive behavior = Reward it (positive reinforcement)
- Absolute best approach is to combine both of the above strategies
- Best positive reinforcement schedule for maintaining behavior is called a “variable” schedule; absolute best is “variable ratio.”
- Care is needed to stretch continuous reinforcement into variable reinforcement.
- ALWAYS do an A-B-C analysis!
WHY NOT USE PUNISHMENT? WHY USE PUNISHMENT?
Creates distress for
the punisher and others
Attention is not focused
on the desired behavior
May lead to negative side
effects - - fear, suspicion,
and revenge
May damage employee
And others emotionally
May be inconsistently
applied (this causes
legal problems)
Temporarily stops or
lessens behavior
Quick and easy to use
Feels “just” or “fair”
*
NOTES:
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Four Key Principles of Using Positive Reinforcement
- CONTINGENT
- Reinforcement is given only after the desired behavior has occurred
- IMMEDIATE
- Reinforcers have more impact if given immediately following the behavior
- SIZE
- Larger size bigger has more effect on desired behavior (size is relative)
- DESIRE
- The more a person has of a reinforcer, the less effect it will have in controlling the desired behavior (people get their fill or reach a limit on most reinforcers)
