power and leadership: an influence process

How would you feel if you were in an audience where your normally low-key CEO borrowed the style of an energetic, larger-than-life motivational speaker? But, they'll perform their actions because they believe your source of power could result in consequences if they do not, or rewards if they do. First, we used measures featuring different kinds of response scales, which helps prevent participants from being overly consistent or automatic in their answers. In 1958, Harvard psychologist Herbert Kelman identified three broad varieties of social influence: compliance, identification, and internalization. But power extends far beyond the formal authority that comes from a title (or from having a corner office with a view). For Study 1, alpha coefficients for amotivation and introjected regulation were below 0.70, and respective results should, therefore, be interpreted with caution. SF is Principal of Out of the Box Learning, Inc. Leaders can use power to benefit others or to constrain them, to serve the organizations goals or to undermine them. Age in Study 1 was measured using a single survey item that asked for respondents to indicate the year they were born by selecting among ranges of years. The Role of Power in Leadership - Center for Creative Leadership . Power vs. In an organization, this motivation may include promotions, increases in pay, or extra time off. It means you can affect the character, behavior and development of other people. The sample for analysis included 229 employees, or a 62% response rate. Definitions of various forms of power (i.e., Podsakoff and Schriesheim, 1985; Raven et al., 1998; Pierro et al., 2008) suggest that coercive power, reward power, and legitimate (i.e., hard) power provide limited opportunity for the person under these types of power to exercise choice, compared to expert, referent, and informational (i.e., soft) power. This study aims to answer calls from researchers in both fields of investigation by empirically examining the relationship between leaders' use of various forms of power, followers' motivational outlooks, and followers' work intentions in organizations. Now that we dove deep into power vs. influence, what does influence leadership look like? Examples of each include bargaining and persuasion (rational) and evasion and put downs (nonrational). You've reached a point in your career where leadership experience is important to you. Expert power is when you're seen as an expert in your field. Influence, however, tends to be a more positive and lasting motivator. Although, it doesnt mean you arent willing to listen when it comes your way. The authors concluded that intrinsic motivation was stronger when choice was given, and when rewards were not given. Such relationships are in accordance with the assumptions of SDT, which purport that optimal motivation relates to human thriving. (2012). Drive performance by helping to develop your team. This will give them the. We think theyre developed. The following informed consent text was adapted from a version of survey instruction text approved by the IRB through the University of San Diego for a 2012 study with similar instructions. On the other hand, your peers are more likely engage with their work when their actions come from them. When they have a say in how they can perform a task, they can start developing ownership of that task or project. From the foundation of self-determination theory and existing literature on forms of power, we empirically explored relationships between followers' perceptions of their leader's use of various forms of power, followers' self-reported motivational outlooks, and followers' favorable work intentions. Innovative research featured in peer-reviewed journals, press, and more. (2011). Additionally, coercive power was divided into personal coercive power and impersonal coercive power (Raven et al., 1998), and reward power was separated into personal reward power and impersonal reward power (Raven et al., 1998). Of the above listed r2 values, only introjected regulation was not significant (p > 0.05). Employee work intentions data were collected from the short form of the Work Intentions Inventory (WII) (Nimon and Zigarmi, 2015), and this inventory was included within the surveys used for Studies 1 and 2. This website uses cookies to personalize your experience and target advertising.. By continuing to use our website, you accept the terms of our. You cant just have power de facto unless there are people willing to perceive you as having power. As power use represents an essential element of leadership ( Clements and Washbush, 1999 ), a decisive question arises about whether leaders in their function as power holders use their power to serve the greater good or abuse it for selfish ends. Its not about having total control of every situation, giving orders or running your company like a military boot camp. We can all think of peers who, despite their similarities in tenure and level, may have more or less power than we do. At present, there is no comprehensive overview of how power influences the effectiveness of different influence mechanisms leaders use to achieve this goal. Bilateral tactics, such as collaboration and negotiation, involve reciprocity on the parts of both the person influencing and the target. Power leadership also tends to centralize power and decision-making to one person. People tend to vary in their use of power tactics, with different types of people opting for different tactics. It should be noted that Gagn (2016), in a paper presented at the SDT Conference in June of 2016, said that different sub-forms of introjection may be at work in the larger concept of introjection. The Power of Influence in Leadership Development. Dynamics of a stressful encounter: cognitive appraisal, coping, and encounter outcomes, Why Motivating People Doesn't Work and What Does: The New Science of Leading, Energizing and Engaging. Its about building connections, communicating your vision and getting others to see it, too. Legitimate power. Given that there is a spectrum of needs, frequent interactions with the environment allow for the fulfillment of basic psychological needs for thriving and flourishing, that encompasses more than physiological satiation (Deci and Ryan, 2002). People will also choose different tactics based on the group situation and according to whom they are trying to influence. Initially we attempted to conduct the full analysis as structural equation models by using latent variables for all substantive constructs, but for the smaller dataset in Study 1, we had too many parameters of interest to estimate, relative to our available statistical power. J. Power is the ability to influence the behavior of others with or without resistance by using a variety of tactics to push or prompt action. Meyer J. P., Gagn M., Parfyonova M. (2010). Field studies of French and Raven's bases of power: critique, reanalysis, and suggestions for future research, The influence of managerial power and credibility on knowledge acquisition attributes, Managerial use of power bases in a model of managerial empowerment practices and employee psychological empowerment, The basis of power: origins and recent developments. Dont be shy about putting your credentials on your business cards, in your email signature, on social media, or talking about your experience and expertise. 1969) opines that, like authority and power leadership can be viewed as a process of relational concepts involving influence activities with in a group. Thus, followers with leaders exerting higher levels of hard power use were somewhat more likely to report lower levels of optimal motivation. Conversely, optimal motivational outlooks in followers are very often related to followers' favorable work intentions. Others often dont see problems as solvable but leaders do. The WII offers a six-point Likert-type response scale format to capture the respondent's extent of intention experienced, ranging from 1 = no extent to 6 = the fullest extent. You dont have to fear losing power, which can increase your willingness to delegate. Without it, a leader isn't going to inspire action or drive success. FOIA Relationships will also have an impact on influence. The .gov means its official. Many leaders mistakenly assume that leveraging reward power only means giving people more money. Podsakoff P. M., Schriesheim C. A. But what comes next? Similarly, identification happens when people seek to imitate and follow the actions of people they look up to and respect, for example a more experienced co-worker or trusted supervisor. Want to create or adapt books like this? To ensure parsimony and practicality in the interpretation of results, Study 1 combined the IPI's eleven subscales of power to measure the original six power bases: reward power, coercive power, legitimate power, expert power, referent power, and informational power. Hypothesis lb was supported by the final model of Study 1, which found no significant relationships between leaders' use of hard power and identified or intrinsic motivation. Pierro A., Raven B. H., Amato C., Belanger J. J. Unlock business impact from the top with executive coaching. Positive reinforcement is how you condition the behavior and prevent the person from going back to their old ways. Because highly collaborative teams directly impact your organization's productivity and bottom line. But don't confuse this with legitimate power when used by those who hold positions of authority. Tony says that Rewards come in action, not in discussion. The first step toward taking action is to define the problem in a solvable way. Protecting survey respondent confidentiality and ensuring participant psychological well-being has been a necessary precondition required by participating companies and individuals. Power and leadership: an influence process. Defining Leadership: Leadership styles, 7. On the other hand, subordinates can also exercise upward power by trying to influence the decisions of their leader. Because leadership is known as the process of influencing others and not only that but determining them to act in order to achieve goals, the article above emphasizes the importance of. Raven B. H., Schwarzwald J., Kozlowsky M. (1998). Narrower than most sources of power, the power of an expert typically applies only in the specific area of the persons expertise and credibility. Podsakoff N. P., LePine J. In both studies, we ran Harman's procedure using exploratory factor analysis. Leadership positions dont necessarily come with influence and influence isnt always related to climbing the corporate ladder. Coercive power relies on fear to induce compliance. Additionally, Pierro et al. No use, distribution or reproduction is permitted which does not comply with these terms. The cross-loading of coercive power onto soft power was 0.544 in Study 1. Power is the ability to influence the behavior of others with or without resistance by using a variety of tactics to push or prompt action. It means you can affect the character, behavior and development of other people. Considering the basic tenants SDT, our findings may suggest that leaders' use of hard power will likely disrupt followers' psychological flourishing in the areas of autonomy, relatedness, and competenceand thereby will impair followers' motivation, and their intentions to perform favorably on the job. Efficacy of the theory of planned behavior: a meta-analytic review, The self-regulation of attitudes, intentions, and behavior. Aguinis H., Nesler M. S., Quigley B. M., Tedeschi J. T. (1994). Structural equation modelling: guidelines for determining model fit, Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives. Followers who perceived greater hard power use by their leaders were more likely to hold higher levels of sub-motivational outlooks at work. Coercive power is defined as the perceived ability of the leader to penalize the targets if they do not adhere to requested outcomes (Raven et al., 1998). Method variance in organizational research: truth or urban legend? Ward (1998) also studied subordinates' perceptions of their managers, and found that for four of eight aspects of psychological work climate, managerial power bases interacted with subordinates' manifest needs (achievement, dominance, autonomy, and affiliation). TP is currently employed by Boston University's School of Hospitality Administration as a full-time faculty member. So why ask me? The bases of power (French and Raven's, 1959; Raven, 1965), which will be described next, define forms of power observed from human and contextual factors, whereas the psychology of power is concerned with how people perceive and experience the power bases, either when they hold the power themselves, or when they are under the power of others. At CCL, we believe good leadership should evolve towards better leadership. Rational tactics of influence make use of reasoning, logic, and objective judgment, whereas nonrational tactics rely on emotionalism and subjectivity. This article was written by our Leading Effectively staff, who analyze our decades of pioneering, expert research and experiences in the field to share content that will help leaders at every level. Trait, contingency, behavioral, and full-range theories, 8. Example items include: I intend to take home work when I know it will make me more effective the next day (intent to use discretionary effort), I intend to exert the energy it takes to do my job well (intent to perform), I intend to talk positively about this organization to my friends and family (intent to endorse), I intend to continue to work here because I believe it is the best decision for me (intent to stay), and I intend to watch out for the welfare of others at work (intent to use OCB). Research studies in the last two decades reveal that the use of various forms of power correlates with various desirable and undesirable organizational and individual outcomes. Build your leadership skills withpersonalized coaching using BetterUpand become an inspiring, daring leader for your team, 3100 E 5th Street, Suite 350 Austin, TX 78702, English | Similar to Study 1, in Study 2 power variables' measurement model fit to the data was improved by allowing coercive power to load onto soft power (2[1] = 263.72, p < 0.001), resulting in a well-fitting measurement model for power (2[7] = 42.442, CFI = 0.981, SRMR = 0.025, RMSEA = 0.068). Influence: Instead of reprimanding them, you ask how you can support them right now. Zigarmi D., Roberts T. P., Randolph W. (2015). 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Lunenburg, Change, Organizational, Managing, Approaches, Approaches to managing organizational change, NATIONAL FORUM OF EDUCATIONAL AND SUPERVISION JOURNAL VOLUME 27, NUMBER 4, 2010 1 The Principal as Instructional Leader Fred C. Lunenburg Sam Houston State University, Principal, National, Educational, Instructional, Leaders, The principal as instructional leader, international journal of management, business, and administration 2_____ core job, FOCUS ON COLLEGES, UNIVERSITIES, AND SCHOOLS VOLUME 4, NUMBER1, 2010 1 Formal Communication Channels: Upward, Downward, Horizontal, and External, Communication, Drawdown, Formal, Horizontal, Channel, External, Formal communication channels, Upward. Transform your enterprise with the scalable mindsets, skills, & behavior change that drive performance. In both studies, soft power was not significantly related to followers' introjected regulation. That is, for every power variable, we re-coded followers with ratings of 4.49 and lower (i.e., the lower half of the to a great extent anchor and including all responses through to no extent) as 1s, and we re-coded followers with power ratings of 4.5 and higher (i.e., the upper half of the to a great extent anchor and including responses indicating to a very great extent and to the fullest extent) as 2s.
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