oReferent power: Capacity to influence others because they
admire you and want to identify positively with you.
Turning Power into Influence
Successful leadership relies on acquiring and using all sources of power.
Use of reward power or legitimate power produces temporary compliance.
Use of coercive power produces, temporary compliance, often accompanied
Use of expert power or referent power has the most enduring results and
Keys to Building Managerial Power
There is no substitute for expertise.
Likable personal qualities are very important.
Effort and hard work breed respect.
Personal behavior must support expressed values.
Power and influence are affected by workplace structures and networks:
Centrality: managers gain power by having networks and getting involved
with the information that flows within them.
Criticality: to gain power, managers must take good care of others who are
dependent on them.
Visibility: become known as an influential person in the organization.
Managers gain power by doing their job well.
Ethics and the limits to power
Chester Bernard’s Acceptance Theory of Authority
oFor a leader to achieve true influence, the other person must:
Truly understand the directive.
Feel capable of carrying out the directive.
Believe the directive is in the organization’s best interests.
Believe the directive is consistent with personal values.
Leadership and Empowerment
Empowerment: the process through which managers enable and help others
to gain power and achieve influence.
Effective leaders empower others by providing them with:
LEADERSHIP TRAITS AND BEHAVIOURS
Search for leadership traits:
Drive: high energy, display initiative