In the old 1980’s cartoon He-Man, the lead character would lift his sword above his head and command the powers of Grayskull, proclaiming “I have the power!” Children of the 80s – or anyone else for that matter – can’t summon power like that out of thin air when it comes to leadership. A leader’s power develops and is exhibited in several different ways.
What is power? Power is “the potential to influence others” (Bass, 1990, as cited in Pennsylvania State University, 2018, para. 1). Influence, in this case, is degree of change in attitude, behavior, beliefs or values that the leader causes in another person (Pennsylvania State University, 2018). Influence is measured by the follower’s behaviors (Pennsylvania State University, 2018). Sometimes, a leader doesn’t even have to show their power to influence – just having the ability to exercise it is enough to influence others (Hughes, Ginnett, & Curphy,1993).
But where does this power come from? In many ways, power is about perception. A person dressing in a suit or business attire, choosing the chair at the head of a rectangle-shaped table, displaying degrees and awards, and seating another person in their office in a way that is intimidating are all ways perception can be influenced to imply power (Pennsylvania State University, 2018). Another situation that can change perception and allow influence is a crisis situation (Hughes et. al., 1993). In an emergency, a leader is more likely to use power that he or she may not typically (Hughes et. al., 1993). These are all attempts to give the perception that a person has power and, in turn, influence others.
More formally, there are five identified sources of power that can influence people: expert power, referent power, legitimate power, reward power and coercive power (French & Raven, 1959, as cited in Pennsylvania State University, 2018). Expert power is knowledge relative to the other members of the group (Pennsylvania State University, 2018). Those who know more have power. This means that expert power can be held by people not in formal leadership roles (Pennsylvania State University, 2018). I once worked with a man name Jim. Jim wasn’t a manager and didn’t hold any type of leadership position, but Jim knew much more than anyone else about printing plate production. As such, when Jim told you to do something, you did it. This is because Jim had expert power; he was more knowledgeable than everyone else, including the manager of the office. As Jim shows, followers can have more expert power than the actual leader. This may happen if you are in a situation as a new manager in an organization; your followers know a lot more than you do so they have expert power (Hughes et. al., 1993). Close the knowledge gap in this situation by asking questions and looking for opportunities for more training (Hughes et. al., 1993).
Referent power comes from followers viewing the leader as a role model and the leader and followers having a strong relationship. (Pennsylvania State University, 2018). Many years ago I had a boss named Kris. Over time, our work relationship strengthened and a friendship developed. Because of this development of respect, Kris had a lot of influence and I recognized her power.
Legitimate power comes from a formal title within an organization structure (Pennsylvania State University, 2018). If the CEO tells you to do something, you will do it because he or she has legitimate power over you because of their job description and title. If a random person who works in the mailroom tells you to do something, you might laugh at them and say a few choice words because they lack the legitimate power to give you an order.
Reward power comes from a person’s control of wanted resources, like bonuses or a promotion (Pennsylvania State University, 2018). The important aspect here is that the reward has to be something of value to the other person (Hughes et. al., 1993). In an office I worked in, one of the rewards that the managers handed out was an employee recognition in the form of a statue. Personally, I thought the idea was silly, so potentially being given this statue didn’t have any influence over me; reward power was ineffective.
Coercive power comes from control through fear of punishment (Pennsylvania State University, 2018). I once had a manager who was all about coercive power. He ruled by fear and his staff did what they were told out of fear of his wrath – usually shown through expletive-laden vocal outbursts – or threats of being fired.
So if power is the ability to influence, how can you influence others?
As a leader, you have several influence tactics that you can use with your followers. Influence tactics are “behaviors designed to change another person’s attitudes, beliefs, values, or behaviors” (Hughes et. al., 1993, p. 108). The more power you hold, the more options you probably have with your followers (Hughes et. al., 1993). The more referent power you have, the more options you probably have as well (Pennsylvania State University, 2018).
What are some of these tactics? You probably use several of these without realizing it.
- Using facts and logical arguments is called rational persuasion (Pennsylvania State University, 2018). An example of this is explaining to your staff that you all must stay late and put in extra hours because the CEO demands an important report to make a recommendation to the board by the next morning.
- Making a proposal that plays on emotions or encourages enthusiasm is called an inspirational appeal (Pennsylvania State University, 2018). An example of this is asking your staff to stay late to make sure the report is as good as possible so that everyone looks good to the CEO. This builds on referent power.
- Asking others to help plan is called consultation (Pennsylvania State University, 2018). An example of this is asking your staff how to best get the report done for the CEO on time.
- Trying to get the other person in a good mood before asking for something is called ingratiation (Pennsylvania State University, 2018). An example is praising your team’s dedication and high quality work before asking them to stay late to write the report.
- Asking someone to do something out of friendship is a personal appeal (Pennsylvania State University, 2018). An example is playing up your personal relationship with team members to get them to agree to writing the report. This taps into referent power.
- Exchanging favors is called an exchange (Pennsylvania State University, 2018). An example is reminding your team about that time you stayed late to help them finish an important proposal to influence them to agree to stay late for the report.
- Recruiting others to help influence a person or people you want to influence is called coalition tactics (Pennsylvania State University, 2018). An example is getting a peer to help convince the employees that the report needs to be written.
- Use of threats is pressure tactics (Pennsylvania State University, 2018). An example is threatening to fire the team if they don’t stay late for the report. This tactic is coercive power.
- Asking someone to do something because of your position are legitimizing tactics (Pennsylvania State University, 2018). An example is simply asking your team to stay late to write the report because you are their direct supervisor and have a title of leadership. This tactic taps into legitimate power.
These influencing tactics can be used in combinations but what is appropriate will depend on the situation and the type of power the leader has. As mentioned above, those with referent power usually have more options. Why? One reason may be because the followers like the leader. But the right tactic has to be used for the correct situation. You wouldn’t use coercive power for a mundane request because it is not proportionate. You might use coercive power in a high stakes situation with significant consequences. You also wouldn’t use a personal appeal on a new employee you just met last week. The tactic has no ability to influence because there is no history or personal bonds formed.
While simply holding a sword above one’s head and commanding power would certainly be easier, a leader needs to be mindful of what kind of power he or she holds in the situation and what kind of influence tactic will get the result they seek.
References:
Hughes, R. G., & Ginnett, R. C. R. and Curphy, G.(1993). Leadership: Enhancing the lessons of experience. Richard D. Irwin, Inc., Burridge, IL.Retrieved from http://reserve.libraries.psu.edu.ezaccess.libraries.psu.edu/psych/485/48501.pdf
Pennsylvania State University. (2018). Introduction to power and influence. Leadership in work — PSYCH 485. Online course lesson, Penn State World Campus. Retrieved from https://psu.instructure.com/courses/1942231/modules/items/25010842