1.5 - About University

9.9 P OWER: A FUNDAMENTAL E LEMENTOF L EADERSHIP S UCCESSInspired by John French, Bertram Raven, Paul Hersey, Kenneth Blanchard,Jeffery Pfeiffer, Henry Mintzberg, and Bernie Novokowsky.While management gurus recognize the use of power as integral to leadership success, they disagreeon what power actually is! Thus, they debate endlessly as to how power differs frominfluence, coercion, control, and authority. Yet, as Henry Mintzberg notes, “Ordinary people... know what it means to have power.” Successful leaders combine seven sources of power inappropriate ways to achieve both short- and long-term goals.Type of PowerFormal or official power(organizational authority)Reward powerCoercive or punishmentpowerExpert or information-basedpowerConnection-based or associativepowerReferent or charismaticpowerDemocratic or representativepowerExplanation➠ This source of power is based on the authority of one’s position within the organization.Managers expect that others, working under their authority within theorganization, will act upon their requests or demands. Traditional organizationalcharts and job descriptions formalize this type of power.➠ This power is based in the leader’s ability to provide rewards, real or intrinsic. Inorganizations, rewards are often positive incentives such as pay, promotion, orrecognition.➠ This power is based on fear of the leader, who controls potential punishments likeundesirable work assignments, reprimands, or dismissal. Needless to say, theoveruse of this type of power will damage a leader’s ability to get results, especiallyif the leader is relying on others to use judgment and discretion on the job.There will always be times when a leader must exercise some form of coercivepower in difficult situations.➠ This source of power stems from one’s expertise, skill, and knowledge. Leaders ofprofessional workgroups—engineering, finance, human resources, and so on—often rely heavily on this type of power.➠ This source of power is based on the leader’s connections and relationships withpowerful others, be they inside or outside the organization. As organizationalstructures flatten and access to information improves, this type of power isbecoming more important. In cultures that value loyalty to the family, tribe, orclan (e.g., in some Asian countries), this is a fundamental source of power.➠ A leader high in this source of power is liked or admired by others based on personaltraits. Often ephemeral, this power is based on belief in, admiration for, oridentification with the leader.➠ These leaders have power based on democratic election. They represent otherswho have delegated power to them. They use their judgment and discretion onbehalf of the group, and for the purpose of serving the group (e.g., a union representative,a mayor.) Unfortunately, this power source sometimes turns into otherforms of power.Power is a two-sided coin. One side is the power a leader perceives himself or herself to possess.The other side is the power followers desire from or are willing to concede to the leader. Modernleadership features the waning of more formal and coercive forms of power. This has occurredSECTION 9 TOOLS FOR LEADING AND INFLUENCING OTHERS 291