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Developing Management Skills

Chapter 5: Gaining Power and Influence

Learning Objec;ves

1.  Enhance personal and posi9onal power

2.  Use influence appropriately to accomplish excep9onal work

3.  Neutralize inappropriate influence aDempts

Power is the capacity to influence behavior

–  Effec9ve use of power and poli9cs is a cri9cal managerial skill

–  A manager’s power comes from helping others accomplish their tasks

–  This usually requires poli9cal clout

What is Power?

Odes to Power Power tends to corrupt, and absolute power corrupts

absolutely. – Lord Acton Power has only one duty – to secure the social welfare

of the People. – Benjamin Disraeli Poli9cal power grows out of the barrel of a gun. – Mao Tse-‐Tung

Odes to Power I hope our wisdom will grow with our power, and teach us, that the less we use our power the greater it will be. – Thomas Jefferson Power? It’s like a Dead Sea fruit. When you achieve it, there is nothing there. – Harold MacMillan Power is given only to those who dare to lower themselves and pick it up. – Fyodor Dostoyevsky Power is the great aphrodisiac.

– Henry Kissinger

A Four-‐LeCer Word Now?

“Power has such a bad name that many good people persuade themselves they want nothing to do with it. . . . To say a leader is preoccupied with power is like saying that a tennis player is preoccupied with making shots her opponent cannot return” -‐ J.W. Gardner

A Posi;ve View of Power

• Power can lead to great good • It is the means through which managers accomplish work

• It is the lack of power that can lead to unhappiness

Personal Power: Stepping Stone or Stumbling Block

Insert figure 5.1

Sources of Personal Power

• Exper9se • Personal ADrac9on • Effort • Legi9macy

Exper;se

Work related knowledge; comes from educa9on, self-‐directed learning, and on-‐the-‐job experience

Personal ACrac;on

Based on charisma, agreeable behavior and physical characteris9cs

Characteris;cs of Likable People

We like people when we have a reason to believe they will:

•  Support an open, honest, and loyal rela9onship •  Foster in9macy by being emo9onally accessible •  Provide uncondi9onal, posi9ve regard and acceptance •  Endure some sacrifices if the rela9onship should demand

them •  Provide social reinforcement in the form of sympathy or

empathy •  Engage in the social exchanges necessary to sustain a

rela9onship

Effort

• A desirable quality in employees • Can be related to exper9se • Is viewed as a sign of commitment and dedica9on

Legi;macy

Taking ac9on congruent with the prevailing value system; focuses on the “hows” and “whys” of doing business the right way

Sources of Posi;on Power

• Centrality • Flexibility • Visibility • Relevance

Centrality

Access to informa9on in a communica9on network

•  The most effec9ve networks are those that have structural holes – circumstances where two people in your network are not connected to each other

Flexibility

Freedom to exercise judgment; flexibility is determined by the life cycle of the posi9on, the reward structure, and proac;ve personality

•  Proac9ve personality – a tendency to effect change in one’s environment

Visibility

Interac9ng with influen9al people in the organiza9on such as senior officials, decision makers, and informal leaders

Relevance

Working on the central objec9ves and issues in an organiza9on

•  Relevance is impacted by the employee’s department and the ac9vi9es they perform

Transforming Power into Influence

• Power is a necessary precondi9on of influence

• Influen9al people have power, but not all powerful people have influence

The Three R’s Model

•  Retribu;on: Force others to do what you say (coercion & in9mida9on)

•  Reciprocity: Help other want to do what you say (bargaining & ingra9a9on)

•  Reason: Show others that it makes sense to do what you say (facts & appeal to values)

When to Use Retribu;on

• Unequal power (in influencer’s favor)

• Commitment and quality not important

• Tight 9me constraints • Serious viola9ons • Specific, unambiguous requests • Resistance to request is likely

When to Use Reciprocity

• Par9es are mutually dependent • Each party has valued resources • Adequate 9me for nego9a9ng • Established exchange norms exist • Commitment to goals not cri9cal • Needs are specific and short-‐term

When to Use Reason

• Adequate 9me for extensive discussion

• Common goals • Par9es share mutual respect • Par9es share ongoing rela9onship

Exercising Upward Influence or

Managing the “boss”

Issue Selling: convincing your boss that a par9cular issue is so important it requires his or her aDen9on.

Neutralizing Retribu;on Strategies

•  Use countervailing power to shig dependence to interdependence

•  Confront the exploi9ng individual directly

•  Ac9vely resist

Neutralizing Reciprocity Strategies

• Examine the intent of any gig or favor-‐giving ac9vity

• Confront individuals who are using manipula9ve bargaining tac9cs

• Refuse to bargain with individuals who use high-‐pressure tac9cs

Neutralizing Reason Strategies

• Explain the adverse effects of compliance on performance

• Defend your personal rights • Firmly refuse to comply with the request

Model of Influence and Power

Insert Figure 5-‐2

“Far beDer to conceive of power as consis9ng in part of the knowledge of when not to use all the power you have … Whoever knows how to restrain and effec9vely release power finds … that power flows back to him”

A. BartleD Giamai

Behavioral Guidelines

• Enhance personal power by improving your exper9se, personal aDrac9on, effort and legi9macy

• Increase posi9on power by improving your centrality, flexibility, visibility, and relevance

Behavioral Guidelines

• Use reason, reciprocity, and retribu9on strategies appropriately and, when necessary, neutralize their use upon you

• Learn to sell issues to your superiors