A511.3.3.RB - Power and Influence

Power and influence are concepts that are exhibited at some point of any relationship.  “Power involves the capacity of one party (the “agent”) to influence another party (the “target”)” (Yukl, 2013, p. 186).  Legitimate power, reward power, coercive power, referent power, expert power, and ecological power are all examples of power sources.  It is important for a leader to understand how to use these different power sources.  For example, when exercising legitimate power, a leader should make polite and clear requests, explain the reason for the request, follow proper channels, and insist on compliance if necessary. 

Power is not something that remains fixed and is constantly being gained and lost because of changing conditions, individual actions, and coalitions (Yukl, 2013).  The continuous acquisition and loss of power can be explained by the social exchange theory, strategic contingencies theory, and institutionalization of power.  It is also important for leaders to find the proper mix of power to be effective because too much or too little power can prove to be counterproductive. 

The influence process can be described as “the motives and perceptions of the target person in relation to the actions of the agent and the context in which the interaction occurs” (Yukl, 2013, p. 186). The three different influence processes include instrumental compliance, internalization, and personal identification.  The three influence tactics used to “influence the attitudes and behavior of another person” (Yukl, 2013, p. 186) are impression management, political, and proactive. Proactive influence tactics organizations use include rational persuasion, apprising, inspirational appeals, consultation, collaboration, ingratiation, personal appeals, exchange, coalition tactics, legitimating tactics, and pressure (Yukl, 2013). 

I work for the government in my current profession and despite not having any subordinates; I have different sources of power.  For example, I use expert power every day because of my knowledge and skill.  I train employees on a routine basis on how to follow certain procedures within the organization.  If an employee has a problem or a question, they contact me for assistance.  I also possess information power because I act as a liaison between my organization and another organization.  I am the link between the organizations and if I do not communicate information between them, it will not be communicated.  These sources of power allow me to lead employees by using techniques to facilitate success.  For example, when employees complete required tasks to maintain organizational compliance, I recognize their success by contacting their supervisors.  My expert power demonstrates how my ability to lead is important because “it is essential for leaders to develop and maintain a reputation for technical expertise and strong credibility” (Yukl, 2013, p. 191).  I have been known as the subject matter expert in my field for years and will continue to be recognized for my expertise and credibility going forward. 

References:

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall