Situational Leadership: Perception and the Impact of Power

1. Situational Leadership:Perception and the Impact of Power

2. What is Power? • Leadership is an attempt to influence another individual • Power is a real world issue; those who understand power can use it more effectively • Power is the ability to induce a person to do something they would not have done otherwise • M.F. Rogers defines power as the potential for influence

3. Individuals that induce people to do a job because of position is positional power Is the extent to which those people who are managers report to are willing to delegate authority down to them Flows down an organizational chart Personal power is the extent to which followers respect, feel good about and are committed to their leader In simple terms is the extent of which people are willing to follow a leader Position and Personal Power

4. Should a leader to be loved or feared? • The question is raised in The Prince, by Machiavelli; His answer is both • If had to choose between fear and love, fear should be chosen; however fear cannot lead to hatred • For Love can lead to short term power and fear is more long term

5. No matter what organization you are in, you are trying to influence other people • As a school leader you will use both personal and positional power but personal will become the one you will depend upon the most

6. Additional Bases of Power Coercive Power Coercive power is the perceived ability of a leader to provide sanctions, punishments, or consequences for not performing. Without some coercive power, attempts to influence will be ineffective. Followers need to know that if they do not respond, there may be costs, sanctions, or other consequences. The reluctance to use sanctions can result in a loss of power. Managers often erode this base of power by not following through.

7. Connection Power Connection power is the perceived association of the leader with influential persons or organizations. If followers wish to avoid sanctions or gain favor, they associate with powerful connections. The connection need not necessarily be real - only perceived. For example, if a lower level manger is married to relative of the company president, the lower level manager may have a greater degree of perceived power than he or she would otherwise have.

8. Reward Power Reward power is the perceived ability to provide things that other people would like to have. Reward power is enhanced if leaders are seen as having the ability to give appropriate rewards such as raises, bonuses, or promotions. Some followers are likely to try new behaviors if they feel that increases in performance will be rewarded.

9. Legitimate Power Legitimate power is the perception that it is appropriate for the leader to make decisions because of title, role, or position in the organization. Some followers can often be influenced if they feel it is appropriate for a person in a particular position or with a particular title to make a decision.

10. Referent Power Referent power is the perceived attractiveness of interacting with the leader. Referent power is based on the leaders personal traits. A leader high in referent power is generally liked and admired by others because of personality. It is this liking for, admiration for, and identification with the leader that influences others.

11. Information Power Information power is the perceived access to, or possession of, useful information. For followers with above average willingness to follow, participating and delegating are effective ways of influencing. Information power is based on the perceived access to data or information and followers in this category are influenced by this perception.

12. Expert Power Expert power is the perception that the leader has relevant education, experience and expertise. With followers who are able and willing to follow, leaders are more effective if they possess the expertise, skill and knowledge that followers respect and regard as important Followers who are competent and confident require little direction or supportive behavior from their leaders. They are able and willing to perform on their own. The driver for influencing these followers is expert power.

13. The Situational Use of Power Coercive Power Followers who are low in readiness to follow often need strong directive behavior in order to become productive. These people are often influenced by the awareness that costs will be incurred if they do not learn to follow the rules of the game. The leader’s coercive power may motivate these followers to avoid the punishment or “cost” by doing what the leader tells them to do. Connection Power As followers become more ready and more willing to follow, directive behavior is still needed but the need for supportive behavior increases. This power base may induce compliance among these types of followers as they seek to avoid punishments and gain rewards through powerful connections.

14. Reward Power Followers who are low to moderate in their readiness to follow need high amounts of supportive and directive behavior. Individuals at this level are willing to try out new behaviors and leaders perceived as having access to rewards are afforded higher levels of influence. Legitimate Power With followers at a moderate level of readiness to follow, the power of the leader has been legitimized. The leader is able to induce compliance or influence behavior by virtue of the leader’s position in the organization.

15. Referent Power Followers at a moderate to high level of readiness need little direction but still need high levels of support and communication from a leader. If the leader possesses referent power - the perception of good personal relations - the leader has a great deal of influence. With insecure followers, this base of power is an important means of instilling confidence and providing encouragement. Information Power Followers with above average levels of readiness look to leaders for information to maintain or improve levels of performance. This information may include access to pertinent data, reports, and correspondence. Through this power of information, the leader is able to influence followers who are both willing and able to follow.

16. Expert Power Followers with a high level of readiness to follow need little direction or support. These followers are ready and willing to perform the tasks required and respond readily to a delegating leadership style. Leaders who are perceived as possessing important expertise, skill, and knowledge will be highly regarded and will be influential to such people.

17. Other Views on Differences Between Men and Women Leaders Some studies have shown differences in how men and women derive power within an organizational setting. Men are more likely to use power that comes from their organizational position and formal authority. Women are more likely to ascribe their power to personal characteristics such as charisma, interpersonal skills, hard work, or personal contacts rather than to organizational stature. It should be noted, however, that stereotypes should be avoided. Some research suggests that no difference exists between the way that men and women lead as viewed by those who they manage.

18. What About Empowerment? Employee empowerment is an extension of delegation. Managers can carve up their authority and distribute it among their employees. Empowerment suggests an ownership attitude among a workgroup. Some authorities suggest that such an attitude can generate productivity increases that are sustainable year after year. For empowerment to be successful, followers must be at a level of readiness conducive to a delegation style of leadership. “Let the individual or group run with the ball - but within the playing field.”

19. The Power Perception Profile The power perception profile is an instrument used by managers to determine the bases of power which they already possess and those which they need to develop. There are two versions - One to determine self-perception of power and one to determine an individual’s perception of another’s power. The instrument consists of 21 forced-choice pairs of reasons often given by people when asked why they do things asked of them by a leader. The score reflects the relative strength of the seven bases of power and represents the perception of the influence of oneself or some other leader.

20. Uses of the Power Perception Profile If one understands which bases of power influence a group of people, one has some insight into who should be given a particular project assignment or responsibility. If someone wants a particular assignment yet doesn’t have the appropriate bases of power, then self-development is the answer. One can work out a plan to build a particular power base or appropriate style.