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Chapter 12
Leadership Power and Influence

1


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.
2


4. Symbolic

Ex. 12.1 Four
Leader Frames
of Reference
3. Political
Mind-set: Sees
organization as
2. Human
jungle, power,

Resource
schemes
Mind-set: Sees
Emphasis:
organization as
Resource
family, belonging,
allocation,
clan
negotiation,
1. Structural Emphasis:
coalition building
People, support,
Mind-set: Sees
Dangers: Power
empowerment
organization as
plays for purpose
Dangers: Lack of
machine,
of self-interest
economics, plans content or
Emphasis: Goals, substance
systems,
efficiency, formal
authority
Dangers: Rigidity
and tyranny

Mind-set: Sees

organization as
theater, spiritual
meaning, dreams
Emphasis:
Vision, culture &
values, inspiration
Dangers:
“Messiah”
complex

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

4


Ex. 12.2 Five Types of Leader
Power

•Legitimate

•Reward
•Coercive

Position Power

•Expert
•Referent

Personal Power

5


Ex. 12.3 Responses to the Use of
Power

app

ve

r op

Personal Power

i
es s
ex c
use

r i at

eu
se

Position Power

Compliance

Resistance

Commitment

6


Ex. 12.4 Characteristics That Affect Dependency and Power in
Organizations
Leader has
control over:

Leader has
control over:

Resources seen
as unimportant

Importance

Resources seen as
very important

Widely available
resources

Scarcity

Scarce resources

Resources with
acceptable substitutes

Low dependency
on leader = lower
power

Non
substitutability

Resources with
no substitutes

High dependency
on leader = higher
power

7


Ex. 12.5 Strategic Contingencies
that Affect Leader Power in
Organizations

Interdepartmental
Dependency
Control over
Information
Increased Power
Organizational
Centrality
Coping with
Uncertainty

8


Politics
Activities to acquire, develop,
and use power and other
resources to obtain desired
future outcomes when there is
uncertainty or disagreement
about choices

9


Ex. 12.6 Seven Principles for
Asserting Leader Influence
1.
2.
3.
4.

5.
6.
7.

Use rational persuasion
Make people like you
Rely on the rule of reciprocity
Develop allies
Ask for what you want
Remember the principle of scarcity
Extend formal authority with expertise and
credibility

10


Is the action
consistent
with the
organization’s
goals, rather
than being
self-motivated
purely by selfinterest?

Does the
action
respect the
rights of
individuals

and groups
affected by
it?

Does the
action meet
the
standards of
fairness and
equity?

Would you
wish others
to behave in
the same
way if the
action
affected
you?

Ethical
Choice

Ex. 12.7 Guidelines for Ethical
Action

11