While there are many different definitions of what makes a leader a leader, the key difference between leaders and non-leaders is the ability to exert influence in order to produce an effect. This capacity is known as power (Hughes et al., 1993). The capacity for power is wielded through influence tactics that are designed to evoke the desired change in the followers (PSU WC L07, 2019). Differing from other theories that focus solely on the leader, power and influence theory also considers attempts to influence the leader by followers, as well as the role of the situation in determining which power base and which influence tactics to exert (PSU WC L07, 2019). At my job, I report directly to a firm partner, Lucia, who responds to different situations through the use of different power bases and influence tactics to effectively lead the practice.
French and Raven (1959) describe five power bases to describe different means by which influence is exerted between leaders and followers, including expert, referent, legitimate, reward and coercive power. In the organizational context in which I find myself, all of these power bases are employed in some way and to some extent. Lucia bases the majority of her power on expert and referent powers, while she uses coercive power the least. Expert power refers to influence based on expert knowledge and experience, whereas referent power is related to the relationship between leaders and followers wherein the leader is viewed as a role model and source of inspiration (PSU WC L07, 2019). Lucia prefers to rely on referent power, working to create relationships with her employees that make you feel truly cared for and valued as an individual. This in turn motivates her followers to place their trust in her leadership and follow her, even though her legitimate power is fairly recent.
Legitimate power refers to the formal authority of the leader as determined by the situation (PSU WC L07, 2019). For this reason, Lucia´s legitimate power is still in the process of consolidation as she was recently named partner just a few months ago. However, her expert power is undeniable. In this case, Lucia has vast knowledge and experience in our work and services. She is the SME that the team looks to when they need a solution or expertise. This is not to say that she does not recognize when her team members may actually have more expert power in specific services or situations. While expert power is primarily a function of the leader, it may also be used by followers to exert power in situations where technical knowledge may be specific and/or specialized (PSU WC L07, 2019). In our work in consulting, this is understandable considering the partner should have general and expert knowledge in the services, however the consultants who execute the service in the client will have greater expert knowledge due to their hands-on experience.
Another source of power that Lucia exerts on her followers in the department is the use of reward power. Reward power refers to the capacity to influence based on the ability to grant desirable outcomes through the ability to control resources (Hughes et al., 1993). Lucia attempts to exert reward power when she promises the department a bbq at her house if certain objectives are met, or in her ability to grant bonuses and other formal rewards. Another example of the use of reward power was when she bought ice cream for the whole department to celebrate the winning of an important proposal. When using a reward power base, it is important for the leader to consider the desires of the followers and what is the best reward for the situation (Hughes et al., 1993).
Opposite of rewards power is the use of coercive power, which refers to the use of threats and fear of losing valued outcomes (PSU WC L07, 2019). Due to Lucia’s preference to rely on referent power, she avoids coercive power whenever possible. However, there are certain situations where legitimate coercive power is used to influence followers. For example, Lucia may provide reprimands when deadlines are not met or deliverables are not up to standard. Due to her legitimate power as partner, she is also in position to exert coercive power in the sense that she may limit learning and development opportunities for those she does not believe are committed to the work.
The power and influence theory to leadership considers the different dynamics of the leader, follower and situation. According to this theory, an effective leader is one who can adapt and utilize different power bases to properly exert control on their followers in different situations (PSU WC L07, 2019). In this sense, Lucia is an effective leader as she seeks to understand her followers and adapt to the different situations. Furthermore, her personality and leadership motivations inspire followership as she empowers her followers to collaborate with her in achieving goals. This is indicative of socialized power and leadership in service to others and empowering them to achieve goals (PSU WC L07, 2019). Lucia also allows herself to be influenced by her followers, further increasing their sense of empowerment.
Lucia achieves this through the use of different influence tactics, especially consultation and rational tactics. Consultation tactics are those employed to engage followers in the participative planning of the execution of activities, whereas rational tactics are those stemming from logical and factual pleas (PSU WC L07, 2019). Lucia attempts to use tactics in line with her preference for referent power and avoid those that are more indicative of the wielding of coercive or legitimate power.
In conclusion, Lucia’s ability to utilize different bases of power in function of her followers and the situation, as well as employing different influence tactics, allow her to effectively lead through power and influence.
References
French, J. & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies of Social Power. Ann Arbor, MI: Institute for Social Research.
Hughes, R. et al. (1993). Power and Influence. Leadership: Enhancing the lessons experiences. Homewood, IL: Irwin.
Pennsylvania State University World Campus. (2019). PSYCH 485 Lesson 07: Power and Influence. Retrieved from https://psu.instructure.com/courses/2008237/modules/items/27074697
Simon Swengler says
Hello Megan,
I enjoyed reading your blog post to analyze your current firm supervisor from a power and influence perspective. It has also made me consider the power and influence my supervisor has on my coworkers and me. One of the things you mentioned that I’d like to examine is on the mention of how the power and influence perspective also considers the influence and power of the followers. It is clear that you have a good understanding of Lucia and her use of power and influence, but what power do you possess to potentially influence her? I think it could be argued that no matter which position you are in (i.e. leader or follower), it is always best to try and attain more power for yourself. In fact, having more power is one way to counter those who desire power as a means of abuse (mlabvideo, 2011). In that, you may want to consider the power you do have and the means in which to attain more power for yourself.
As you mentioned, legitimate power comes from your formal position of authority (Northouse, 2016). It cost companies time and money to hire and train replacements, and there is a loss in productivity when workers quit. This means that as a follower, you have the power to influence your supervisor by your ability to leave your job, and possibly work for a business competitor. Greater the loss of productivity and the greater the cost for your company to replace you will increase your position of power.
It is important to remember that to have reward power is to be in a position that allows you to provide a reward to another person (Northouse, 2016). While you do not possess much in the way of reward power, you may be in a position that will help your supervisor attain a desired reward. As you indicated in your example where Lucia was using reward power by offering a barbeque at her house, she was applying transactional leadership practices because her department and the individuals within it ultimately were responsible for meeting the objectives she desired. I’m sure she benefits (financially or intrinsically) by having a successful department. By having her become more dependent on your abilities to improve the department’s productivity or effectiveness, you can increase your reward power. For example, you can try to become an emergent leader within your department, so that Lucia will need to rely more on you to drive department objectives.
Information power is something your post did overlook. This is the access to information as a means to influence (Northouse, 2016). If your boss is competent and engaged, they will most certainly have more information power than you. However, you can try to increase your information power by having a different viewpoint that give you access to information they may be limited from attain from their perspective. For example, you can have a better gage on how your department views Lucia’s methods, ideas, or leadership. If your coworkers trust you more and confide in you more, you can have information about the holistic impacts of Lucia’s decisions on your department.
Based on your post, it is clear that Lucia is leveraging her personal powers, which consist of referent and expert power (Northouse, 2016). From your description, Lucia is a highly competent person and therefore it will be difficult to have more expert power than her. However, if you are able to become just as competent as her, it will diminish the impact of her power. For example, if your coworkers are able to rely on you to answer questions or provide solutions they would otherwise need to seek Lucia’s guidance, it will dilute the potential influence of her expertise. Additionally, you’re in a position to gain more referent power with your coworkers by developing strong trusting relationships.
As a subordinate, your coercive power is restricted quite a bit. As you indicated in your post, coercive power uses threats of punishment as a means of intimidation (Northouse, 2016). This is obviously not a desirable use of power since it will damage your relationship with your supervisor, and possibly with many others. That said, the overall increase in your other bases of power should allow you to avoid the need to use this potential influence tactic.
I would like to conclude by saying that the idea behind gaining more power is the idea that you can become more influential within your department. It is not to undermine Lucia or whomever you boss may be. However, if you possess the ability to influence on a large scale (i.e. you have a lot of power), your name will likely be at the top of the list when it comes to promotions. As you mentioned in your post, power is something that is possess by both leaders and followers so they each have the ability to use it and to increase the amount they possess.
Take care!
Simon
Reference
mlabvideo [Screen name]. (2011, February 18). Jeffrey Pfeffer: Power and Influence in the Collaborative Age [Video file]. Retrieved from https://www.youtube.com/watch?v=BXGQqwVb018
Northouse, P.G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: SAGE Publications, Inc.