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Power Tactics

Job Thomas

#11, MBA (PT)

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What is power tactics?

Translation of power into a specific action Implementation of influential power to their

bosses, coworkers, or employees

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Preferred Power Tactics by Influence direction Upward Influence Downward

InfluenceLateral Influence

Rational persuasion Rational persuasion

Inspirational appeals

Pressure

Consultation Ingratiation

Exchange Legitimacy

Rational persuasion

Consultation Ingratiation

Exchange

Legitimacy Personal

appeals Coalitions

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Factors influencing power tactics

Sequencing of tactics Personal skill in using the tactic Person’s relative power Type of request and how the request is

perceived Culture of the organization Country-specific cultural factors.

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Disempowering tactics

Establish lots of rules, precedents, routines. Reduce task variety and flexibility. Do not reward unusual or innovative

performance. Require approvals for non-routine tasks. Assign tasks peripheral to the core business. Locate away from influential people and

action.

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Disempowering tactics (cond..)

Reduce flow of organizational information. Reduce contact with senior staff. Reduce participation in programmes,

meetings etc. Reduce participation in decision making and

problem solving activities.

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Summary

Power is an important OB theme as the power to influence others influences the productivity of organization and ultimately its success.

The tactics in connection with empowerment and disempowerment have been discussed.

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Contemporary Perspective of Leadership

Job Thomas

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Meaning of word “contemporary”

Contemporary = modern

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Kouzes and Possner 1993

Leadership is Honest Forward looking Inspiring Competent

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Badaraco Jr. 2002

Effective leaders are Charismatic High-profile and high risk taking person

Introduced the concept of “Quite leaders” Quite leaders positively impact the people

around them through strength of character and personal humility.

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Petzinger Jr., 1999

Successful organizational leaders are Committed Entrepreneurial individual contributors

Factors affecting the quality of leadership Money and motivation Work and family life Social roles and responsibilities

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Ghoshal and Barlett, 1997

A successful leader is the one who can Inspire individual creativity and initiative Leveraging organizational learning Supports organizational renew

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Collins, 2001

Good leaders creates Disciplined people Disciplined thoughts Disciplined action

in an organization

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Goleman, Boyatzis and McKee, 2002

Needs for a leader Self awareness Self management Social awareness Relationship management

Emotional intelligence has strong correlation with leadership style

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Buckingham and Coffman, 1999

Exemplary leaders do Select people for talent Set expectations by defining right outcome Motivate people by focusing on strength Develop people by helping them to find where

they fit best

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Kanter 2001

Competent e- business leaders are the one who Exhibit Kaleidoscope thinking Articulate an inspiring vision Building a collation Nurturing working team Persisting through difficulties Spreading recognition and credit

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Summary

The various modern perspectives of leadership available in the literature are presented.