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Power and the Supervisor: Understanding power and its effective application

Power - Defined. Power is the capacity to influence the behavior of others." Hellriegel et al. (1998)Power refers to a capacity that A has to influence the behavior of B, so that B will act in accordance with A's wishes." Robbins (1998)Power is defined as the ability to get someone to do so

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Power and the Supervisor: Understanding power and its effective application

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    1. “Power and the Supervisor: Understanding power and its effective application” Ron Gimbel Graduate College of Union University

    2. Power - Defined “Power is the capacity to influence the behavior of others.” – Hellriegel et al. (1998) “Power refers to a capacity that A has to influence the behavior of B, so that B will act in accordance with A’s wishes.” – Robbins (1998) “Power is defined as the ability to get someone to do something you want done or the ability to make things happen in the way you want them to.” – Schermerhorn et al. (1997)

    3. Power vs. Authority Closely related concepts but different … Authority is power legitimated by Being formally granted by the organization or group Being accepted by employees or members as right or proper

    4. Group Exercise #2 In groups identify examples of: Good use of power with positive change Poor use of power with positive change Poor use of power with negative or no change Debrief collectively

    5. The Sources of Power Model Research and experience has helped shape a model of power in groups there are three main elements in the model: Interpersonal sources of power Structural sources of power Effective/ ineffective application of power We will review each of these!

    6. Interpersonal Sources of Power Reward – ability to reward positive behavior Coercive – ability to punish for undesirable behavior Legitimate – ability to influence by virtue of position within group Expert – ability to influence by recognized skills, talents, or specialized knowledge Referent- ability to influence behavior because of being liked or admired

    7. Structural Sources of Power Knowledge – Individuals, teams and other sub-groups that possess knowledge crucial to attaining the group’s goals have power. Resources – Individuals, teams and other sub-groups that can provide essential or hard-to-obtain resources acquire power in the group.

    8. Structural Sources of Power Decision Making – An individual or sub-group acquires power to the extent to which they affect decision-making in the group. Networks – Implies that various friendships, channels of information and coalitions (both inside and outside the group) represent sources of power.

    9. Group Exercise #3 Please go back to the examples that your group came up with in exercise #2 (good and poor uses of power). For each, identify the interpersonal and/or structural sources of power that might have been at work fueling the situation.

    10. Next Step – What to do? Now that you understand the interpersonal and structural sources of power (the left side of the model) … what is the next step in understanding power? ANSWER: Understanding effective/ ineffective applications of power {also called influence strategies}

    11. Influence Strategies Rational persuasion Inspirational appeal Consultation Ingratiation Exchange Personal appeal Coalition Legitimating Pressure

    12. Inside the Exchange Influence Strategy Resources Assistance Cooperation Information Advancement Recognition Network Personal support

    13. Usage of Power Tactics: Subordinate or Senior? Refer to your handout for this discussion regarding the most popular use of power tactics in organizations today!

    14. Time to practice: Group Exercise #4 In your groups read and discuss each scenario given then address the following questions: What power influence strategy/strategies would we recommend in this situation? If an exchange strategy is recommended, how specifically might we do that? (see handout on exchange influence strategy) How does this correspond to use of a power tactic?

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