Leadership essay 5 paragraphs
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L410PowerandInfluencev1.pptx
L410 Power and Influence
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This lesson focuses on analyzing the interrelationship of seven critical concepts: power, influence, commitment, compliance, influence tactics, emotional intelligence, and leadership styles. As a result of this lesson, students should have a better understanding of the sources of position and personal power within an organization; the correlation of power to compliance and commitment; the role of influence tactics in achieving compliance and commitment; and the use of emotional intelligence in knowing how to effectively use power to influence others. How leaders gain trust, a crucial ingredient of mission command, though the use of their personal power, is also discussed. Furthermore, students analyze how leadership styles vary in their application of power and influence. This lesson supports GLO 2: Demonstrate proficiency in the Army leader attribute and competency categories described in the Leadership Requirements Model, under ALA 1: Leadership and the Army Profession.
Note: This lesson has very important concepts related to SHARP. During the classroom activities and discussions, the facilitator is strongly encouraged to tie in concepts such as abuse of power and control in situations directly or indirectly leading to sexual harassment and sexual assault.
L410 Power and Influence
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The scene above is General Eisenhower talking with the 101st Airborne Division on June 5, 1944, the day before the Normandy invasion.
“Leadership is the process of influencing people…” This is a fundamental concept from ADRP 6-22 we are all familiar with. While influence might be the essence of leadership, it is not the start point. It all begins with power, the capacity an individual has to influence the attitude or behavior of others.
Influence without power is like a car without an engine—no matter how good it looks, it still will not get you anywhere.
This lesson focuses on understanding the interrelationship of seven critical concepts: power, influence, commitment, compliance, influence tactics, emotional intelligence, and leadership styles.
View the provided movie clips from Master and Commander and Patton that depict the interaction of seven critical concepts: power, influence, commitment, compliance, influence tactics, emotional intelligence, and leadership styles in action.
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Action: Analyze the sources and uses of power and influence in Army leadership.
Conditions: In a classroom environment, using class lecture, class discussions, reflective thinking, ADP 6-22 Army Leadership and the Profession (2019), and access to Blackboard.
Standard: Analysis includes –
Sources of power (position and personal) within an organization.
The relationship of power to compliance and commitment.
Influence tactics to achieve compliance and commitment
Use of emotional intelligence to influence others.
Different leadership styles that vary in their use of power to influence.
Terminal Learning Objective
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As a result of this lesson, you should have a better understanding of the sources of power within an organization; the correlation of power to compliance and commitment; the role of influence tactics in achieving compliance and commitment; the use of emotional intelligence in influencing others; and different leadership styles that reflect different uses of power to influence.
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Compliance: Conforming to a specific requirement or demand
Commitment: Dedication or allegiance to a cause or organization
Compliance
& Commitment
ADRP 6-22 p. 6-1
Change in behavior
Change in thinking
Compliance vs. Commitment
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While COMPLIANCE usually results in a change of behavior, COMMITMENT results in a change of THINKING.
Gaining compliance in others requires their behavioral change, and that typically has a short-term effect without constant reinforcement. It works best for near-term demands and requirements. It fills a specific need in all organizations so make sure you do not paint it as necessarily evil. Commitment from others is the “gold standard” for an organization trying to achieve long-term growth and development, but it is fruitless to expect every individual to achieve this level of dedication. Leaders must focus on the key stakeholders, both formal and informal, to get buy-in and not the entire organization. The challenge with commitment is that it involves influencing attitudes, beliefs, values, and interests that shape the other individual’s thinking. An obvious prerequisite is that you first must understand the attitudes, beliefs, values and interests of the person you are trying to influence. Sometimes that person may be your supervisor, peer, or someone you have no authority (position power) over. This may be even more difficult in joint and multicultural environments. The alignment of position power with compliance and personal power with commitment is a rule of thumb, not an unbending principle that applies to every situation. The critical point to remember is that commitment is self-initiated and requires a change in thinking. Personal power, if gained, provides the most tools to influence this thinking process because the leader must engage people to use it.
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The capacity an individual has to influence the attitude or behavior of others
POSITION
POWER
PERSONAL
POWER
Coercive
Legitimate
Reward
Informational
Expert
Referent
Compliance
& Commitment
Power
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A key point in this lesson is the alignment of position power with compliance, and personal power with commitment. Position power comes from the office; personal power comes from the people. Position power, if applied correctly, drives behavior through the logic of reason. Personal power, if applied correctly, drives behavior through the logic of the heart (which might not be very logical but is inextricably linked to the trust, respect, or admiration given by those being influenced). Position power is based upon a person’s rank, assignment, job title, and location on the organization’s hierarchy. Personal power is based upon a person’s interpersonal skills, relationships, and perceived competence, knowledge, expertise, skill, wisdom, etc. It is given and taken away by others. It can be gained or lost in an instant.
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Outcomes Based on Types of Power
| Power Source | Commitment | Compliance | Resistance |
| Legitimate | Possible | LIKELY | Possible |
| Reward Power | Possible | LIKELY | Possible |
| Coercive Power | Unlikely | Possible | LIKELY |
| Expert Power | LIKELY | Possible | Possible |
| Referent Power | LIKELY | Possible | Possible |
From “The Effective Use of Managerial Power” by Gary Yukl and Tom Taber (1983) in Personnel Journal.
Most Effective Leaders Rely On.
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Although this is debatable, especially considering various situations leaders find themselves in, the literature overwhelmingly agrees that expert and referent sources of personal power are what the most effective leaders draw upon to influence. While all five forms of power may be used to positively influence, the outcomes of commitment, trust, and a change in thinking are truly the hallmarks of great leadership.
Transition: Now let’s make this more practical by discussing how leaders apply their power to achieve compliance and commitment – what are the actual tactics and techniques they practice to influence in different situations?
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Position Power
Coercive
Legitimate
Reward
Informational
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There are two main sources of a leader’s power: position and personal.
The first is the authority that comes from the rank or position the leader is filling. With this source of power comes the authority of the position. Position power promotes follower compliance. Let’s examine some forms of position power first: Coercive power is the capacity to influence others through administering negative sanctions such as punishments, removal of privileges, fear tactics, public embarrassment, or being placed in a bad light among one’s peers. It is the opposite of reward power discussed later. Coercive power has been traditionally associated with the military and stereotypical toxic military leaders. Legitimate power comes from the leader’s formal or official authority. Individuals with legitimate power influence others through orders and requests that are consistent and appropriate with their position. Command is a form of legitimate power. It grants military leaders both the right and obligation to make decisions, give orders, and exercise control of resources such as budgets, equipment, vehicles, and other assigned materials. Reward power is the capacity of leaders to use highly desired resources to influence and motivate their followers. These include promotions; selection for special duties, activities, or privileges; “best” competitions; medals; letters of appreciation or commendation, and so on. The reward may be public or private verbal praise, a thank you note, time off, an intercession on another’s behalf, or a simple recognition by handshake or personal acknowledgment. Information power includes access to critical information, control over its dissemination, and the ability to act on that information. Based on rank and position, leaders routinely have access to information that subordinates do not. Thus a leader who controls the flow of information has the opportunity to interpret events for subordinates and influence both perceptions and attitudes.
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Personal Power
Expert
Referent
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The second source of power is personal power. This power comes from the leader’s followers and is based on their trust, admiration, and respect for the leader. It is tied to the leader’s expertise and personality. Personal power encourages and connects with follower commitment. A leader’s effective use of personal power often results in follower agreeing with the leader’s request or decision. The followers willingly make a strong effort to carry out the request. In contrast to position power, personal power comes from the followers, not the leader’s position or rank. The leader, using his or her expertise, character, personality, and example earns it by gaining the trust, admiration, and respect of followers. Personal power can be divided into two categories: expert and referent. When this power is applied through the use of appropriate influencing techniques, it can be very effective in gaining commitment from others. This is because it allows the leader to influence not just the followers’ behavior, but their thoughts and emotions. When leaders use personal power they are appealing to the attitudes, beliefs, and values of their followers. It is important to remember that followers can withdraw this power just as easily as they give it. Whereas position power encourages follower compliance, personal power promotes follower commitment. There are two forms of personal power: Expert power is based on the knowledge and expertise one has in relation to those being led. It is being the subject matter expert (SME). The more knowledge, skills, talents, and proficiencies leaders have, the more expert power they can leverage. Referent power refers to the strength of the professional relationship and personal bond leaders develop with their followers. 8 When followers admire leaders and view them as role models or even friends, they imbue them with referent power. People will work extra hard for such leaders simply because they want to look good in their eyes and not let them down. To put it another way, referent power is the power generated by relationships—the brick and mortar of solid organizations.
Transition: Now that we’ve discussed the sources of power, let’s talk about how those sources are related to compliance and commitment.
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POSITION
POWER
PERSONAL
POWER
Compliance
& Commitment
Influence Techniques
Hard Rational Soft
Coalition
Legitimate requests
Pressure
Ingratiation
Personal appeals
Inspiration
Participation
Relationship building
Consultation
Rational persuasion
Exchange
Apprising
Collaboration
Influence: The Application of Power
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Leadership is the activity of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization. Influence is the application of power. Application of a leader’s power comes principally through a variety of influence tactics (influencing techniques). Influence tactics can be placed into three broad categories: hard, soft, and rational tactics.
(See the assigned advance sheet adapted from: “The Application of Power and Influence in Organizational Leadership” by Dr. Gene Klann for a detailed explanation of the influencing techniques – coalition, legitimate requests, pressure, rational persuasion, etc.)
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Coalition: These tactics are used when the leader asks for assistance or support of others in order to influence the target person.
Legitimate Request: The leader can refer to their position as a source of authority; this implies the potential for official action if the request is not carried out effectively.
Pressure: Explicit demands or even threats to achieve compliance; micromanaging; persistent checking and reminders; negative consequences are emphasized if the task is not completed.
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Influence Tactics: Hard
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Hard tactics are generally associated with positional power and include coalition, legitimate requests, and pressure. They are very effective at gaining follower compliance, and are often used when the leader is expecting significant resistance, when the leader or influencer has the upper hand, or when the person being influenced violates the protocols of appropriate behavior with the leader.
Coalition tactics are used when the leader asks for the assistance or support of others to influence the target. Coalition tactics are routinely used in combination with one or more other influence tactics such as rational persuasion, ingratiation, or apprising. It can also be described as “ganging up.”
Legitimate requests or legitimizing tactics occur when the leader makes requests based on his/her rank, position, or authority. It is often used when the request is unusual, resistance is expected, or the target person may not know who the leader is or what authority she has.11 This tactic is best used sparingly as it loses its impact and effectiveness if overused. “Pulling rank” is a type of legitimizing tactic.
Pressure tactics include threats, warnings, relentless reminders, persistent demands, constant checking, bothersome micromanagement, and other aggressive behaviors from the leader. These tactics are generally used if the commitment of those being led is low and compliance is an acceptable alternative. The problem with pressure tactics is that they have the tendency to undermine relationships. They may be effective in the short term but generally have a negative long-term effect.
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Rational Persuasion: The leader uses facts, details, hard data, evidence, logical arguments, and explanations showing why a request is important.
Exchange: Quid pro quo; “Do this and you will be rewarded!”
Apprising: The leader explains why a request will be beneficial to a follower.
Collaboration: The leader provides assistance and/or resources to carry out a task; there may also be a pledge of personal support which may go beyond normal command support.
Influence Tactics: Rational
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Rational tactics are associated with both personal and positional power and include rational persuasion, exchange, apprising, and collaboration. These tactics are generally used when the two parties of are equal rank or power, when no resistance is expected, or when both the organization and the influencer will benefit.
Rational persuasion is the most common and one of the most effective influencing techniques. It commonly uses logical arguments, facts, details, specific evidence, data, and various forms of proof to convince the target audience. Lawyers in legal arguments commonly use rational persuasion. It focuses on one’s reason, rationale thought, and common sense.
Exchange or quid pro quo is a very common influence tactic. The leader knows the subordinate wants or desires something that is highly valued. As a result, the leader will give them what they want if the subordinate will comply with a request from the leader.
Apprising occurs when the leader tells the target how complying with his or her request will benefit the target personally or professionally or both. The benefits of apprising may include increased opportunities for advancement, greater visibility to influential people, highly desired skill training, the selection for special duties, activities, or privileges, and the like.
Collaboration occurs when the leader offers the resources, equipment, or assistance needed to successfully complete a request. This may be resources that the person being tasked may not have. In collaboration there is a joint effort by both the leader and the target to accomplish a mission or task.
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Ingratiation: The leader gives praise and acts friendly to make the follower feel special and think higher of the leader; negatively known as “sucking up,” it can be used to make good first impressions.
Personal Appeals: The leader makes requests based on loyalty and friendship; these requests may highlight the subordinate’s special talents, abilities, or trustworthiness.
Inspiration: The leader builds enthusiasm, conviction, and connects with the followers’ emotions. Can appeal to the personal pride.
Participation: The leader gets the followers involved in planning, problem solving, change initiatives, and as appropriate, decision making.
Relationship Building: The leader builds a solid relationship with his/her subordinates based on trust, dignified and respectful treatment, sincere caring and genuine concern.
Consultation: This occurs when the leader asks the target audience how a mission should be accomplished, a task carried out, or a difficult change implemented.
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Influence Tactics: Soft
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Finally let’s look at soft tactics. Note – Soft does not mean weak: Soft tactics tap into a leader’s personal power. Recall that personal power comes from the follower’s relationship with, and trust of, the leader. Applied effectively, expected outcomes are a change in thinking and commitment. A leader can have more personal power with some individuals than others.
Ingratiation is an attempt by the leader to make those being influenced feel better about the leader and the request he or she is about to make. Ingratiation is done by giving praise, acting friendly, giving unexpected favors, or saying things to make those being influenced feel special or be in a better mood.
Personal appeals are leader requests based on friendship, loyalty, or trust. It generally occurs when the leader is faced with a difficult situation, and mutual trust and confidence are essential to their success.
Inspiration or inspirational appeals are designed to stir up the emotions and enthusiasm in others to gain their commitment. Influencers appeal to the target audience by connecting the request to a person’s values, needs, hopes, and ideals.
Participation occurs when the leader asks a follower to take part in a planning, brainstorming, problem solving, consensus building, or decision making process. The participation generally increases the follower’s personal sense of value and worth to the organization.
Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been previously used.
Consultation occurs when the leader asks another person how a mission should be accomplished, a task carried out, or a difficult change implemented. This is done to leverage the expertise and knowledge of the target person as well as gain a higher level of commitment for the project.
Transition: Now let’s see how leaders use emotional intelligence to influence, and the different leadership styles that tap into varying sources of power. This information is from the assigned reading, Leadership That Gets Results by Daniel Goleman.
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Self-Awareness: Knowing one’s emotions.
Self-Management: Managing one’s emotions.
Social Awareness: Recognizing emotions in others.
Social Skill: Handling relationships.
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The application of influence techniques
Critical for determining effective influence techniques
Emotional Intelligence
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Emotional intelligence has four components: self-awareness, self-management, social awareness, and social skills. The first two components deal exclusively with the leader.
Self-aware leaders can read and understand their emotions. They understand how their emotions impact their work performance and relationships. They have an accurate self-assessment of themselves to include strengths and weaknesses.
Self-management means they can control their emotions and manage their behavior, even under stressful, trying conditions. According to ADRP 6-22, “Effective leaders control their emotions. Leaders should display the right amount of sensitivity and passion to tap into subordinates’ emotions, instead of hysterics or lack of emotion. Maintaining self-control inspires calm confidence in the team. Self-control encourages feedback from subordinates that can expand understanding of what is really happening. Self-control in combat is especially important for Army leaders.” (p. 5-2) Leaders who lose their self-control cannot expect those who follow to maintain theirs. The last two components of emotional intelligence have specific application to the use of power and influence.
Social awareness is the sensing of emotions, perspectives, and needs in others, both at the individual and organizational level. The Army leadership attribute of “empathy” is an example. By recognizing and understanding the emotions in others, leaders have clear signals and indicators of the values, beliefs, and attitudes that drive behavior and actions in an organization. By understanding these signs and indicators, leaders can select the appropriate influence tactics commensurate with the situation and their individual power.
Social skill, the fourth component of emotional intelligence, is the application of the appropriate influence tactics and relies heavily on the Army leadership competency of “communicates,” which involves the clear articulation of ideas, active listening, and the ability to recognize and resolve misunderstandings.
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Authoritative: Mobilizes people toward a vision
“Come with me”
Affiliative: Creates harmony and builds emotional bonds
“People come first”
Democratic: Forges consensus through participation
“What do you think?”
Coaching: Develops people for the future
“Try this”
Pacesetting: Sets high standards for performance
“Do as I do, now”
Coercive: Demand immediate compliance
“Do what I tell you”
* From Leadership That Gets Results, by Daniel Goleman, Harvard Business Review, Mar-Apr 00
Commitment
Compliance
Leadership Styles
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The application of influence tactics is also evident through one’s leadership style. Let’s examine how six different leadership styles vary in their application of power to gain compliance and commitment. There are many leadership models and styles beyond these six. The Army does not endorse any particular style; you will see aspects of the Army’s leadership doctrine and requirements model in all these styles. It’s important to note that most effective leaders display flexibility adjusting their styles to fit the situation. In Daniel Goleman’s research on emotional intelligence, he found that leaders use a combination of six leadership styles, four tied to commitment-focused influence and two tied to compliance-focused influence. The point of these styles is not that one is better than another, but that they all have a purpose and an associated methodology that can prove very effective when aligned with the leader’s sources of power, selection of appropriate influencing techniques, and application of those techniques through the use of emotional intelligence skills. This is the key point for the students—it is all about alignment. The pacesetting and coercive styles are effective at gaining short-term follower compliance, but generally have negative long-term consequences. The pacesetting style sets very high standards of performance. It is the “Do as I do, and do it now” style. The coercive style demands immediate compliance and can be described by the phrase, “Do what I tell you!” It is a toxic, disrespectful, and bullying style that almost always results in low follower morale and productivity. The other four leadership styles are much more effective at achieving a positive climate, high levels of performance, and deeper follower commitment. Likely the most effective of the four is the authoritative style. The authoritative (not authoritarian) style mobilizes people toward a common vision and says, “Come with me.” The leader enthusiastically works to get people on board with the vision. The leader’s focus is follower ownership and buy-in of the vision. It is a tonic leadership style that is noted for very effective communication skills. Next, the affiliative leader says, “People come first.” It is a style that creates harmony, emotional bonds, trust, honesty, and teamwork. Followers are given the freedom to do their jobs and flexibility is always enhanced by this style. Then there is the democratic style. It builds consensus through participation and asks, “What do you think?” The democratic style is noted for open dialogue, effective listening, and collective decision making. There are also high levels of follower frustration resulting from this style because of endless meetings and the time required to arrive at a final decision. Finally, the coaching leadership style develops people for the future and is characterized by the phrase, “Try this.” It focuses more on personal development than immediate work related tasks. It is the least used style because leaders indicate they do not have the time to engage in the slow process of helping followers grow. Soft influencing tactics such as participation, consultation, personal appeals, and relationship building are the hallmark of these four styles.
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POSITION
POWER
PERSONAL
POWER
Compliance
& Commitment
Hard Rational Soft
Emotional Intelligence
application
Leadership Style
Influence Techniques
The Integration of Power and Influence
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We have seen that military leadership is much more complex than simply giving orders and expecting instant compliance. Leaders have a variety of tools to utilize in the pursuit of successful mission accomplishment. They can use position power to gain compliance or personal power to gain commitment. Various influence tactics support the use of either position or personal power. These tactics can be categorized as being hard, soft, or rational. The leaders’ emotional intelligence skills help determine which category of tactic would be most appropriate to use in a given situation. The application of influence tactics is also demonstrated through one’s leadership style. Using power to gain commitment from followers, especially the key leaders, is the ultimate prize of organizational-level leadership. It anchors the organizational culture, creates a positive command climate, forms the foundation of a learning organization, and ensures a unity of effort for achieving the most challenging of missions. Position power is important for accomplishing this but personal power is essential. An organizational-level leader cannot be an expert in all fields because of the complexity of the position, meaning the primary source of personal power available to the organizational-level leader is referent power. This is why Goleman puts so much emphasis on the importance of the authoritative leadership style. It rallies followers to a shared vision and creates a bond between leader and follower. The bond is strengthened by the use of rational and soft influence tactics that solidifies the cohesion and unity of the organization. On paper, this sounds easy; in practice however, it is incredibly hard. But it is a worthy objective that all organizational-level leaders should strive for as they face the intricate challenge of aligning the components of power and influence within today’s complex operational environment.
The bottom line is gaining commitment requires thoughtful application of power and influence to change thinking and behaviors.
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