Power and influence are essential parts of leadership. When describing leadership, the words power and influence are often used interchangeably; however, these two characteristics of leadership are distinctly different. Power is defined as, “the capacity to produce effects on others,” while influence is described as, “the change in a target agent’s attitudes, values, beliefs, or behaviors as a result of influence tactics” (PSU World Campus, 2013). It could be said that influence is an instrument of power (PSU World Campus, 2013). Without power and influence leadership becomes impossible.
There are many ways in which leaders may use their power. Some leaders hold tightly to their power preferring to remain the lone decision maker who is in total control of the situation. Often this type of leader displays personalized power – “power for their own needs, not for the good of the organization” (PSU World Campus, 2013). Some leaders are less tied to their power and are willing to share their power with their followers. These leaders typically display socialized power – “[power] expressed in the service of higher goals to others or organizations [which] involves self-sacrifice toward those ends” (PSU World Campus, 2013). Rosabeth Moss Kanter states that, “A population that demands a greater share of power and a louder voice in decisions makes it difficult to maintain traditional, top-down styles of leadership” (Kanter, 1981). Kanter’s research is referring to socialized power which is more democratic, or collaborative, than a traditional autocratic, top-down leadership style.
Leaders who use a power sharing leadership style believe that, “if you bring the appropriate people together in constructive ways with good information, they will create authentic visions and strategies for addressing the shared concerns of the organization or community” (Rabinowitz & Renault, 2013). The leader gives up some power to allow followers freedom to make decisions as a collective group. This style of leadership has many benefits. Some of the benefits are: buy in from followers, entices involvement in the implementation phase of projects, it builds trust among workgroups, and it helps to eliminate “turf issues (click for more info)” among teams (Rabinowitz & Renault, 2013). In a shared-power leadership situation the leader’s willingness to release power will likely increase his or her influence on followers. More influence gives the leader a better chance of reaching goals for the organization.
Power and influence are important characteristics of leadership. Power comes in many forms and it determines a leader’s ability to influence others. Influence is the output of power and it can be observed through changes in follower attitudes, values, beliefs or behaviors (PSU World Campus, 2013). Some leaders use personalized power, while others use socialized power. When used properly socialized power has the potential to increase a leader’s influence which gives the leader a greater chance of reaching organizational goals.
Kanter, R. M. (1981). Power, Leadership, and Participatory Management. Theory into Practice, 219-224.
PSU World Campus. (2013). L.07: Power and Influence. Retrieved from ANGEL Course Management System: https://courses.worldcampus.psu.edu/fa13/psych485/001/content/07_lesson/printlesson.html
Rabinowitz, P., & Renault, V. (2013). Collaborative Leadership. Retrieved from The Community Toolbox: http://ctb.ku.edu/en/tablecontents/sub_section_main_1874.aspx