Focus on the Leader Power and Influence; Leadership a n d Values.

. Leadership Traits; Leadership Behavior; Contingency Theories of Leadership; Leadership and Change. Power Power has been defined as the capacity to produce effects on others. The term power may be used as the capacity of a person to exert influence over others. If a person has power, it means he is able to influence the behavior of other individuals. Power represents the capacity, ability, etc. to influence the behavior of other people. Power is the potential ability to influence behavior, to change the course of events, to overcome resistance and to get people to do things that they would not otherwise do. N. Pfeffner Characteristics of Power The following are the characteristics of power: i) Dependency: T h e m a i n f e a t u r e o f p o w e r i s d e p e n d e n c y . T h e gr ea ter th e dep en d en ce of on e p er s on on y ou , the gr ea ter i s the amount of power you can exert on him. ii) Reciprocal Relationship: Power relationships in an organization are reciprocal in nature. Power exists in a relationship between two or more persons. It is based on two-way concept of influencing others and being influenced. iii) Specific: Power is specific in the sense that it may be exercised by some people in some circumstances. Power may not be exercised by all people in all circumstances. iv) Expand or Contract: Power is elastic. People, who are habituated to exercise power, may try to acquire more power and expand it. In some organizations, due to change in position of a manager in the Organization, i.e., shift from and department to the other may cause contraction in power. Types of Power 1. Reward Power This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner. It involves the potential to influence other due to ones control over d e s i r e d resources. This can include the power to give b o n u s e s a n d promotions; to select people for special assignments or desirable activities; to distribute desired resources like computers, offices or travel money and soon.

2. Coercive PowerThe opposite of reward power is the coercive power, i.e., the ability to influence punishment. This power is based on the leader h a v i n g control over what happens if followers do not act as r e q u i r e d . Coercive power requires followers to believe that the leader has the ability to i mp os e t he s ta t ed p ena l ty . Al s o th e p ena l ty ha s t o be s ome th i ng tha t t he f ol l owe r s do n ot wa n t t o ha v e i mpos e d on the m. For ex a mpl e a p ena l ty results in coffee being banned is unlikely to influence a tea drinker. Coercive powers should be used carefully; overuse can lead to unhappy employee followers. Unhappy followers can be negative or unmotivated; they may resign or adopt a work to rule attitude. Work to rule is where employees refuse to undertake any duties that are not stated in their contract. 3. Expert PowerAs the title suggests a leader has expert power when the followers believe that the leader has expert knowledge or skills that are r el ev a n t to the j ob or ta s k s th ey ha v e t o c omp l e te . Of t en a n ex p er i en ce d member of the team or staff in an organization can have expert power even though they are not a supervisor or manager. If the subordinates view their leaders as competent they would follow their leader. For example, we follow doctors advice because of our faith in his knowledge and competence. 4. Legitimate Power - It is the term of authority and commonly held values allowing one person to have power over another person. It represents the Power a person perceives as a result of his position in the formal hierarchy of the organization. Legitimate power includes power to give rewards and impose punishments. 5. Referent Power - This power is known as charismatic power and is based on th e a t t r a ct i on ex e r t ed by on e i ndi v i dua l ov er a nothe r . T he f ol l owe r s identify with their leader and attempt to copy their leader. As referent power is dependant on how the follower views the personality of their leader, lea d er wi l l not ha v e r ef er en t powe r ov er ev er y f ol l owe r the y l ea d. Some l ea der s wi l l ha v e r ef er en t powe r ov er j us t a f ew, whi l s t oth er s s uch a s Gandhi have lead millions through their personality and charismas can be seen each of the powers is created by the followers belief, if the follower does not hold the requisite belief than then the leader is not able to influence them. Reward power needs follower to believe leader will reward them. Coercive power needs follower to believe leader will punish them. Legitimate power needs follower to believe leader has right to instruct them.

Referent power need follower to believe leader has desirable qualities. Expert power need follower to believe leader is an expert. Whether the followers beliefs are correct is irrelevant, the beliefs alone will determine the type of power, a leader has over the follower. Each of the leadership powers can be used by themselves or combined so that the leader has maximum influence. The leader will therefore need to think carefully about which power to use.