Handbook of Principles of Organizational Behavior - Soltanieh ...

354 G ARY YUKL
problem is to the target person, the greater the power derived by the agent from possessing
the necessary expertise to solve it. Dependency is increased when the target person
cannot easily find another source of advice besides the agent (Hickson, Hinings, Lee,
Schneck, and Pennings, 1971 ; Patchen, 1974 ).
Expert power depends to a large extent on the perception of others that the agent
has unique expertise to solve important problems for them. Sometimes people overestimate
the agent ’s expertise, and the agent gains more power than is warranted. Sometimes
expert power generalizes beyond the specific type of problem or task for which the person
has special skills or knowledge. For example, a person who is skilled in conducting market
surveys may also be considered an expert in designing new products, even though this person
actually has little technical skill in product design. In the short run, perceived expertise
is more important than real expertise, and some people are able to gain infl uence from
pretending to have special expertise. However, over time, as the agent ’s knowledge is put
to the test, target perceptions of the agent ’s expertise are likely to become more accurate.
When the agent has a lot of expert power and is trusted as a reliable source of information
and advice, the target person may carry out a request without much explanation
of the reasons for it. An example is an investor who purchases stocks recommended by a
financial consultant without knowing much about the companies that issued the stocks. It
is rare to possess this much expert power. In most cases, the agent must support a proposal
or request by making logical arguments and presenting evidence that appears credible.
Successful influence depends on the leader ’s credibility and persuasive communication
skills in addition to technical knowledge and analytical ability. Proposals or requests should
be made in a clear, confident manner, and the agent should avoid making contradictory
statements or vacillating between inconsistent positions.
Expert power is based on a knowledge differential between the agent and the target
person, but the very existence of such a differential can cause problems if the agent is not
careful about the way expert power is exercised. An agent who flaunts his or her expertise
may elicit resistance, especially if the target person is a peer or superior in the organization.
In the process of presenting rational arguments, some people lecture in an arrogant,
condescending manner, thereby conveying the impression that the listener is ignorant.
In their efforts to sell a proposal, some people fire a steady stream of arguments, rudely
interrupting any attempted replies and dismissing any objections or concerns without
serious consideration. Even when the agent is acknowledged to have more expertise, the
target person usually has some relevant information, ideas, and concerns that should be
considered.
Referent power
Referent power is derived from the desire of others to please an agent toward whom
they have strong feelings of affection, admiration, and loyalty (French and Raven, 1959 ).
People are usually willing to do special favors for a friend, and they are more likely to
carry out requests made by someone they greatly admire. The strongest form of referent
power involves the influence process called personal identification. A person who identifi es
with an agent is usually willing to make great sacrifices to gain and maintain the agent ’ s
approval and acceptance. The target person is likely to do what the agent asks, imitate the
agent ’s behavior, and develop attitudes similar to those expressed by the agent.