POWER

1. POWER “A smile and a gun go a lot further than just a smile alone.” Alfonse Capone

2. POWER V. INFLUENCE Power - the capacity to produce effects on others. Influence - the change in a target agent’s attitudes, values, beliefs, or behavior as the result of influence tactics. Influence tactics - a person’s behaviors designed to change another person’s attitudes, beliefs, values, or behaviors.

3. POWER & SYMBOLS Arrangement of furniture Symbols Titles Clothing

4. POWER TAXONOMY French and Raven Five sources or bases of power EXPERT - power of knowledge REFERRENT - Relationship between the leader and the followers LEGITIMATE - formal, official authority REWARD - potential to influence due to control over desired resources COERCIVE - administration of negative sanctions or removal of positive events.

5. POWER TAXONOMY Four bases stem the person’s position in the organization. Legitimate Reward Coercive Information

6. POWER TAXONOMY Referent power stems from the person not the organization. Expert power can also come from the person. Prestige power – power stemming from one’s status and reputation.

7. CONCLUSIONS Leaders use all 5 bases Reciprocal influence between effective leaders and followers Variability re: power sharing Effective leaders increase their power bases

8. NEED FOR POWER McClelland Personalized Power - desire power for selfish reasons Socialized Power - desire power in the service of higher goals Thematic Apperception Test (TAT) Projective personality test need Achievement need Power need Affiliation

9. ORGANIZATIONAL CHANGE RATIONAL APPROACH Michael Beer C = D x M x P > R C – Change D – Dissatisfaction M – Change Model (Vision) P – Process R - Resistance

10. ORGANIZATIONAL CHANGE RATIONAL APPROACH Dissatisfaction – follower’s level of satisfaction is an important ingredient in leader’s ability to drive change. Follower’s emotions are fuel for change.

11. ORGANIZATIONAL CHANGE RATIONAL APPROACH Model – four components Environmental scanning Vision Identification of needed changes New goals

12. ORGANIZATIONAL CHANGE RATIONAL APPROACH Process – Development and execution of the change plan. Outline of sequence of events, deliverables, responsibilities, timelines, metrics, and feedback mechanisms. Inability to execute major reason for executive failure.

13. ORGANIZATIONAL CHANGE RATIONAL APPROACH Resistance – Frustrations caused by expecting too much Fear of loss – power, relationships, rewards, competence, identity.

14. ORGANIZATIONAL CHANGE RATIONAL APPROACH Resistance – SARA Model Four reactions to change Shock or Surprise Anger Rejection Acceptance Top, Middle, First line

15. ORGANIZATIONAL CHANGE 8 Reasons why change efforts succeed Demonstrate a sense of urgency Form a strong change coalition Envision the future and build a strategy Constantly communicate the vision Remove barriers & align the organization Build on early successes Maintain the pace of change Put systems in place to reinforce change

16. ORGANIZATIONAL CHANGE 8 Reasons why change efforts fail Allow too much complacency Fail to create strong coalition Underestimate the power of vision Undercommunicate the vision Permit obstacles to block the vision Fail to create short-term wins Declaring victory too soon Neglect to anchor changes to the culture

17. ORGANIZATIONAL CHANGE Charisma Enthusiasm and passion Greek word meaning “divinely inspired gift”. Charisma is a positive and compelling quality of a person that makes many others want to be led by that person. Charisma is based on perceptions.

18. CHARISMATIC LEADERSHIP Max Weber Three types of authority systems Traditional – birthright Legal-rational - laws Charismatic – personal characteristics Charismatic leaders come from margins in times of great stress and form emotional connections with followers .

19. CHARISMATIC LEADERSHIP Charismatic leaders are thought to possess superhuman qualities. Charismatic leaders must project an image of success. Charismatic leaders focus society on the problem it faces and on the revolutionary solutions proposed by the leader. Focus on revolution against the traditional and legal-rational authority systems.

20. CHARISMATIC LEADERSHIP Key dimension of charismatic leadership is interaction between leader and the people being led. Leader has exceptional gift for inspiration and non-rational communication. Followers response is one of awe, reverence, devotion, or emotional dependence.

21. CHARISMATIC LEADERSHIP Charismatic leaders more than noncharismatic leaders value and pursue the impression that they are trustworthy, credible, morally worthy, innovative, and powerful in the eyes of their followers. Charismatic leaders more than noncharismatic leaders use impression management strategies of exemplification and promotion to secure and maintain desired image of their selves, their vision, and their organization.

22. CHARISMATIC LEADERSHIP Burns Transactional leadership – leaders and followers in exchange relationship. Transitory, legitimates status quo. Transformational leadership – appeals to values and higher purpose. Changes status quo Raises standard of conduct. Conflict and change inherent

23. CHARISMATIC LEADERSHIP Leader Characteristics Vision – future oriented, perceive fundamental discrepancies, vision to overcome present shortcomings. Vision is often collaborative. Values serve as moral compass. Leader’s vision helps followers interpret events and actions in terms of a common perceptual framework.

24. CHARISMATIC LEADERSHIP Leader Characteristics Rhetorical skills – gifted ability to share vision. heighten follower’s emotions Inspire followers Metaphors, analogies, stories Not logical argument.

25. CHARISMATIC LEADERSHIP Leader Characteristics Image and Trust – unshakable self-confidence moral conviction, personal example, self-sacrifice, unconventional tactics or behavior.

26. CHARISMATIC LEADERSHIP Leader Characteristics Personalized Leadership – Strong personal bonds with followers Sensitive to emotional states of followers Emotionally expressive (non-verbal behavior) Empower followers by building self-efficacy

27. CHARISMATIC LEADERSHIP Follower Characteristics Charisma is a function of follower reactions. Charisma is in the eye of the beholder. Interaction between leader and follower. (Referent)

28. CHARISMATIC LEADERSHIP Follower Characteristics Identification Heightened Emotions Willing Subordination Feelings of Empowerment.

29. CHARISMATIC LEADERSHIP Follower Characteristics Identification with Leader & Vision – Strong affection for leader Sharing of beliefs See implementation of vision as a solution to their problems. Need for approval way beyond contract relationship Charismatic leaders capitalize on dissatisfaction

30. CHARISMATIC LEADERSHIP Follower Characteristics Heightened Emotions - Increased levels of effort and performance Polarizing effect

31. CHARISMATIC LEADERSHIP Follower Characteristics Willing Subordination - Deference to leader’s authority Leader can do no wrong Unquestioned authority

32. CHARISMATIC LEADERSHIP Follower Characteristics Feelings of Empowerment – Capitalize on Pygmalion Effect

33. CHARISMATIC LEADERSHIP Situational Characteristics Crises – Followers who are content see little need for charismatic leader. Allows leaders to break the rules Task Interdependence –

34. CHARISMATIC LEADERSHIP Effects of Charisma (House) Members’ trust in the correctness of leader beliefs Similarity of group members’ beliefs to the leader Unquestioning acceptance of the leader Affection for the leader Willing obedience to the leader Identification with and emulation of the leader Emotional involvement with the mission

35. CHARISMATIC LEADERSHIP Effects of Charisma (House) Heightened goals of the group members Feeling that group members will be able to accomplish the mission

36. CHARISMATIC LEADERSHIP Effects of Charisma (House) Halpert’s factor analysis Referent Power Similarity members’ beliefs Identification Affection

37. CHARISMATIC LEADERSHIP Effects of Charisma (House) Halpert’s factor analysis Expert Power Members’ trust Unquestioning acceptance Willing obedience

38. CHARISMATIC LEADERSHIP Effects of Charisma (House) Halpert’s factor analysis Job Involvement Emotional involvement with the mission Heightened goals of the group members Feeling that group members will be able to accomplish the mission Job involvement is a key component of job satisfaction.

39. CHARISMA Developing Charisma Visioning Enthusiasm Persistence Remember names Appearance Candidness

40. VISION A vision statement is more likely to be inspirational when it combines 3 elements: A reason for being beyond money Timeless, unchanging core values Ambitious but achievable goals Connect with goals of followers

41. ENTHUSIASM Get ample rest 15 minute power naps during day Exercise Good diet Whittle away at ‘to do’ list

42. PERSISTENCE Almost never accept no attitude. Know when to cut losses.

43. REMEMBER NAMES Really care about people. Listen carefully, repeat name, study face.

44. APPEARANCE Image consultants Context important

45. CANDIDNESS Speak directly rather than indirectly. Evidence that charisma can be learned.

46. CHARISMA www.workstar.net/library/charisma.htm

47. PERSUASION Form of influence Process of guiding people toward the adoption of some behavior, belief, attitude preferred by the persuader. Presenting information and Interacting with another

48. PERSUASION Persuadee Address motivation Participation Reward for change

49. PERSUASION Persuader Establish credibility Frame for common ground Reinforce with logic and reason Establish an emotional connection

50. PERSUASION Persuader Establish credibility - Expertise Trustworthiness Composure Positive Appearance