A511.3.3.RB – Power and Influence

Ah! Power and Influence: The gravitational force of leadership. A person who lacks possession of these essences cannot be a leader.

Our reading this week walked us through types of power and influence along with how one could acquire, or lose, these necessary gifts.

“Power involves the capacity of one party (the “agent”) to influence another party (the “target”), but this influence has been described and measured in several different ways. The term may refer to the agent’s influence over a single target person, or over multiple target persons. Sometimes the term refers to potential influence over things or events as well as attitudes and behavior. Sometimes the agent is a group or organization rather than an individual. Sometimes power is defined in relative rather than absolute terms, in which case it means the extent to which the agent has more influence over the target than the target has over the agent.”(Yukl, 2012)

The depth and breadth of the power and influence is impacted by many variables. Interestingly, the perception of power may be the most important aspect of the lesson this week. If the target perceives that the agent possesses power, influence is possible. A raw form would be the use of a bluff in the game of poker. Conversely, if the target lacks the perception that the agent possesses power, it does not exist. Think of the “Do you know who I am?” rants that sometimes occur at airline ticket counters or hotel check-in desks.

“An agent will have more power over some people than over others and more influence for some types of issues than for others. Furthermore, power is a dynamic variable that changes as conditions change. How power is used and the outcomes of influence attempts can increase or reduce an agent’s subsequent power.”(Yukl, pg. 186)

We all have learned to operate in the influence of power. As babies we were beholden to those that provided for our needs. (In a role reversal, our cries provided us with the power to command our parents. “Feed me! Change me! Hold me!”) We learned who could get us what we needed and, as we grew, what rules they had for us to follow. We learned basic skills in the wielding of power and influence from reacting to our parents and teachers.

We learned that roles can provide legitimacy of power. The teacher can make your life miserable and the Principal will back her or him up. There are rules that define the power.

We recognized reward power. We learned who could provide us with treats or free time.  We found out about coercive power, too. We learned who could ground us and what would get us grounded. There might even be some corporal punishment to drive the point home.

As we progressed through school, opportunities to experience expert power could be found in our teachers and professionals with whom we interacted. They had the knowledge we needed. When we couldn’t get the information easily, or just wouldn’t provide it, we learned the power that merely holding information could provide.

Finding out that there are jobs that are more comfortable to do, or more coveted for their pay or prestige taught us that there is power to be found there, as well.

Power and influence are dynamic. As Yukl states, “it changes over time due to changing conditions and the actions of individuals and coalitions.” (Yukl, pg. 193)

My current job requires that I both project and respect power in many ways.

The title and position I have been given by my company sets a certain level of power in the organization. There are policies, processes, and rules that delineate a part of the power I wield. Employees are all educated in the hierarchy of the corporation and have expectations about what I can and cannot ask of them.

Professional expertise and experience provide another source of power for me. I possess government issued licenses and maintain demonstrated technical proficiency at a very high level.  At the same time, the job I hold is considered by many to be prestigious. That provides cachet in some circumstances.

The level of responsibility I am presented with demands that I wield a level of power commensurate to protect the assets and people for whom I am deemed accountable. The expectation of others that I have their safety at heart is the most demanding form of power in my possession. It is the one I am most cautious about using…or not using.

In my organization’s day to day operations there is the power I have to provide opportunities for growth for my direct reports, to provide information freely, to ensure their needs are being met so they can do their jobs economically, and to ensure they feel integral to the operation.

How, when, and to what extent I use the power I have earned (from my peers, reports, and superiors) or donned (from my position) is as variable as the weather. Rarely are days the same. The only thing I know for sure is the there will be lessons learned and I hope to be able to apply what I learn correctly when the chance next arises.

Meanwhile, I am under the influence of all of those forces of power because I work in the middle layers of a very large corporation and perform work, at times, that carries a factor of risk that is comparatively higher than many jobs. As a middle manager, the energy flows up, down, and laterally.

Have I had an opportunity to experience dysfunctional Leader-member-exchange (LMX) relationships? Yes. “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, pg. 222) As the perfect leader and the perfect subordinate are yet to meet, I know I have been on both sides of this equation in a dysfunctional role.

“When leaders are perceived as exhibiting negative behaviors to subordinates, subordinates reciprocate by engaging in negative behavior.” (Rozhan Othman, 2009) Does one behavior always elicit the other? Not necessarily, and Othman et al discuss the situations in detail, if you get the chance to read their article.

Much like flying an airplane on a flight path can be broken down into multiple corrections “back onto the planned path as a myriad of forces keeps trying to knock you off”, being a leader requires the same type dedicated resilience to being good. The forces trying to distract you and knock you off will always be there. Plan well and keep tracking back to where you need to be. I feel like that is what I am doing all the time.

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

Rozhan Othman, F. F. E., Ng Lay Shi. (2009). Understanding dysfuncntional leader-mamber exchange: antecedents and outcomes. Leadership & Organization Development Journal, 31(4), 24.