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Chapter 12

Leadership Power and Influence

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Chapter Objectives
Recognize your natural leadership frame of
reference and how you can expand your
perspective.
Use power and politics to help accomplish
important organizational goals.
Identify types and sources of power in
organizations and know how to increase power
through political activity.
Use the influence tactics of rational persuasion,
friendliness, reciprocity, developing allies, direct
appeal, and scarcity.
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Ex. 12.1 Four 4. Symbolic
Leader Frames Mind-set: Sees
of Reference organization as
theater, spiritual
3. Political meaning, dreams
Emphasis:
Mind-set: Sees Vision, culture &
2. Human organization as values, inspiration
Resource jungle, power, Dangers:
Mind-set: Sees
schemes “Messiah”
Emphasis: complex
organization as
Resource
family, belonging,
allocation,
clan
1. Structural Emphasis: negotiation,
coalition building
Mind-set: Sees People, support,
Dangers: Power
organization as empowerment
plays for purpose
machine, Dangers: Lack of
of self-interest
economics, plans content or
Emphasis: Goals, substance
systems,
efficiency, formal
authority
Dangers: Rigidity
and tyranny 3
Power and Influence
Power
The ability of one person or department in an
organization to influence other people to bring
about desired outcomes
Influence
The effect a person’s actions have on the
attitudes, values, beliefs, or actions of others

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Ex. 12.2 Five Types of Leader
Power

•Legitimate •Expert
•Reward •Referent
•Coercive

Position Power Personal Power

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Ex. 12.3 Responses to the Use of
Power
Position Power Personal Power

Compliance Resistance Commitment

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Ex. 12.4 Characteristics That Affect Dependency and Power in
Organizations

Leader has Leader has


control over: control over:

Resources seen Resources seen as


as unimportant Importance very important

Widely available Scarce resources


resources
Scarcity

Resources with Non Resources with


acceptable substitutes substitutability no substitutes

Low dependency High dependency


on leader = lower on leader = higher
power power
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Ex. 12.5 Strategic Contingencies
that Affect Leader Power in
Organizations
Interdepartmental
Dependency

Control over
Information
Increased Power

Organizational
Centrality

Coping with
Uncertainty

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Politics

Activities to acquire, develop,


and use power and other
resources to obtain desired
future outcomes when there is
uncertainty or disagreement
about choices

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Ex. 12.6 Seven Principles for
Asserting Leader Influence
1. Use rational persuasion
2. Make people like you
3. Rely on the rule of reciprocity
4. Develop allies
5. Ask for what you want
6. Remember the principle of scarcity
7. Extend formal authority with expertise and
credibility

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Ex. 12.7 Guidelines for Ethical
Action
Is the action Does the Does the Would you
consistent action action meet wish others
with the respect the the to behave in

Ethical Choice
organization’s rights of standards of the same
goals, rather individuals fairness and way if the
than being and groups equity? action
self-motivated affected by affected
purely by self- it? you?
interest?

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