Power and Influence

A511.3.3.RB

The concepts of power and influence play a significant role in personal and professional relationships at all levels.  Yukl (2012) states that, “Power involves the capacity of one party (the “agent”) to influence another party (the “target”)” (p. 186) and that “Influence in one direction tends to enhance influence in other directions” (p. 186). The sources of power include: expert power, referent power, legitimate power, reward power, and coercive power and can be classified as positional power and personal power (Yukl, 2012).

Because the nature of power is never constant, “it changes over time due to changing conditions and the actions of individuals and coalitions” (Yukl, 2012, p. 193). Furthermore, the manner in which power is “gained or lost in organizations is described in social exchange theory, strategic contingencies theory, and theories about institutionalization of power” (Yukl, 2012, p. 193). Thus, leaders have to constantly adjust to a dynamic environment and evaluate their approach to a given situation. Stated more plainly, there is not “one size fits all” template of leadership.

The use of power is a leader’s “personal stamp” on their respective leadership style. How a leader employs their skills and tact to influence others (superiors, peers, & subordinates) is essential to becoming an effective and productive leader. For example, when using Legitimate Power, Yukl (2012) recommends that leaders use polite and clear request (p. 198). Another example for the use of Expert Power is to “Explain the reasons for a request or proposal and why it is important” and to “Provide evidence that a proposal will be successful (p. 200).

In any organization, power and influence affects both leader and follower alike. This can be explained in The Leader-Member Exchange Theory that states that “The basic premise of the theory is that leaders develop an exchange relationship with each subordinate as the two parties mutually define the subordinate’s role” (Yukl, 2012, p. 222). Over a period of time, a leader and follower begin to establish either a high or low-exchange relationship. In fact, for those leaders whom are both a leader and follower, their high or low-exchange relationships with their boss can directly affect their own subordinates (chain of command). “A favorable upward relationship enables a manager to obtain more benefits for subordinates and to facilitate their performance by obtaining necessary resources, cutting red tape, and gaining approval of changes desired by subordinates” (Yukl, 2012, p. 224). Thus, the assumption can be made that a leader with a low-exchange relationship with their boss, could potentially face more leadership challenges.

In my previous career in the military, attempting to establish a positive working relationship with your boss (known as a commander), was a very important endeavor. Unlike bosses in the civilian world, commanders are responsible for every aspect of a unit to include the health and warfare of their subordinate’s and their families. Which means that not only do they have positional power while on duty, they have the ability to affect one’s personal time and conduct. Thus, striving for a high-exchange relationship based on trust and performance is key. With this said, I have observed on many occasions my peers “use upward influence tactics to create a favorable impression of themselves” (Otham et al, 2009, p. 341). Sometimes this tactic was successful, but with the savvy leaders, they could sense an underlying motive. These leaders were smart enough to realize that one’s capabilities and effectiveness incorporated more than being personable. These leaders (boss) looked at a subordinates potential holistically based on their conduct, leadership style, performance, communications, and positive influence on their subordinates. Furthermore, these savvy leaders would ask the right questions and gauge the preparedness and responses of the subordinate, evaluating what was beneath the “upward influence tactic.” Observing these savvy leader’s approach towards subordinate evaluation holistically, was a good lesson for me as I interacted with my subordinates.  

References

Othman, R., Ee, F. F., & Shi, N. L. (2010). Understanding dysfunctional leader-member exchange: antecedents and outcomes  . Leadership & Organization Development Journal, 31 (4), 337-350.

Yukl, Gary A. (2012-02-09). Leadership in Organizations (8th Edition). Pearson HE, Inc.. Kindle Edition.