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Power! Is it good? Is it bad? What is it?

Influence is an important factor of leadership. A leader must utilize power to succeed in any influence attempt. What are some influences a leader may want to impress upon group?

Bases of power

Coercive power is based on fear. A leader high in coercive power is seem as inducing compliance because failure to comply will lead to punishment such as undesirable work assignments, reprimands or dismissal.

Connection power is based on the leader’s "connections" with influential or important persons inside or outside the organization. A leader high in connection power induces compliance from others because they aim at gaining the favor or avoiding the disfavor of the powerful connection.

Expert power is based on the leader’s possession of expertise, skill, and knowledge, which through respect, influence others. A leader high in expert power is seem as possessing the expertise to facilitate the work behavior of others. This respect leads to compliance with the leader’s wishes.

Information power is based on the leader’s possession of or access to information that is perceived as valuable to others. This power bases influences others because they need this information or want to be "in on things."

Legitimate power is based on the position held by the leader. Normally, the high the position, the higher the legitimate power tends to be. A leader high in legitimate power induces compliance or influences others because they feel that this person has the right, by virtue of position in the organization, to expect that suggestions will be followed.

Referent power is based on the leader’s personal traits. A leader high in referent power is generally liked and admired by others because of personality. This liking for, admiration for, and identification with the leader influences others.

Reward power is based on the leader’s ability to provide rewards for other people. They believe that their compliance will lead to gaining positive incentives such as pay, promotion or recognition.

When do you use which power? Studies show that the style of power influence should be based on the maturity of the group. Maturity of a group can be defined in reference to the ability and willingness of individuals or groups to take responsibility for directing their own behavior in a particular area.

Ability is a person’s skill. People who have ability in a certain area have the skill, knowledge, and experience to perform related tasks. Willingness refers to a person’s motivation. People who are willing to perform tasks in a particular are think that area is important and are committed to those tasks and self-confident in their ability to perform them. As people move from a lower level of maturity to a higher lever of maturity, the bases of power appear to have a significant impact accordingly.

Expert high maturity
Information
Referent
Legitimate
Reward
Connection
Coercive low Maturity
Situational leadership

Just as you may use a different power influence for the various levels of group maturity, so might you use a different leadership style according to the various levels of group maturity.

Task behavior - The extent for which a leader provides direction for people: telling them what to do when to do it, where to do it, and how to do it. It means setting goals for them and defining their roles.

Relationship behavior - The extent to which a leader engages in two-way communication, which includes active listening and providing supportive and facilitating behaviors.

Situational leadership styles

Telling
(Low Maturity; low willingness, low ability)

People who are both unable and unwilling to take responsibility to do something need clear, specific directions and supervision. This style called telling because it is characterized by the leader defining roles and telling people what how, when, and where to do various tasks. It emphasized directive behavior. Telling involves high-task behavior and low-relationship behavior.

Selling
(Low to Moderate Maturity; high willingness, low ability)

People who are unable but willing to take responsibility need directive behavior because of their lack of ability, but also supportive behavior to reinforce their willingness and enthusiasm. This style is called selling because most of the direction is still provided by the leader. Yet through two way communication and explanation of why certain things need to be done, the leader tries to get the followers psychologically to "buy into" desired behaviors. This style involves higher-task behavior and high-relationship behavior.

Participating
(Moderate to High Maturity; low willingness, high ability)

Since the follower at this maturity level has the ability to do what the leaders wants, but lacks self-confidence or enthusiasm the leader needs to open the way for two-way communication and activities listening to support the follower’s efforts to use the ability that the follower already has. This style is called participating because the leader and follower share in decision making, with the main role of the leader being facilitating and communicating. This style involves high-relationship behavior and low-task behavior.

Delegating
(High Maturity; high willingness, high ability)

Since people at this maturity level have both ability and motivation, little direction or support is needed from the leader. Followers are now permitted to "run the show" and decide on the how, when, and where. At the same time, they are psychologically mature and therefore do not need above-average amounts of two-way communication or supportive behavior. This style involves low-relationship behavior and low-task behavior.

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A leader high in coercive power is seem as inducing compliance because failure to comply will lead to punishment such as undesirable work assignments, reprimands or dismissal. Connection power is based on the leader’s "connections" with influential or important persons inside or outside the organization. A leader high in connection power induces compliance from others because they aim at gaining the favor or avoiding the disfavor of the powerful connection. Expert power is based on the leader’s possession of expertise, skill, and knowledge, which through respect, influence others. A leader high in expert power is seem as possessing the expertise to facilitate the work behavior of others. This respect leads to compliance with the leader’s wishes. Information power is based on the leader’s possession of or access to information that is perceived as valuable to others. This power bases influences others because they need this information or want to be "in on things." Legitimate power is based on the position held by the leader. Normally, the high the position, the higher the legitimate power tends to be. A leader high in legitimate power induces compliance or influences others because they feel that this person has the right, by virtue of position in the organization, to expect that suggestions will be followed. Referent power is based on the leader’s personal traits. A leader high in referent power is generally liked and admired by others because of personality. This liking for, admiration for, and identification with the leader influences others. Reward power is based on the leader’s ability to provide rewards for other people. They believe that their compliance will lead to gaining positive incentives such as pay, promotion or recognition. When do you use which power? Studies show that the style of power influence should be based on the maturity of the group. Maturity of a group can be defined in reference to the ability and willingness of individuals or groups to take responsibility for directing their own behavior in a particular area. Ability is a person’s skill. People who have ability in a certain area have the skill, knowledge, and experience to perform related tasks. Willingness refers to a person’s motivation. People who are willing to perform tasks in a particular are think that area is important and are committed to those tasks and self-confident in their ability to perform them. As people move from a lower level of maturity to a higher lever of maturity, the bases of power appear to have a significant impact accordingly. Expert high maturity Information Referent Legitimate Reward Connection Coercive low Maturity Situational leadership Just as you may use a different power influence for the various levels of group maturity, so might you use a different leadership style according to the various levels of group maturity. Task behavior - The extent for which a leader provides direction for people: telling them what to do when to do it, where to do it, and how to do it. It means setting goals for them and defining their roles. Relationship behavior - The extent to which a leader engages in two-way communication, which includes active listening and providing supportive and facilitating behaviors. back to top Situational leadership styles Telling (Low Maturity; low willingness, low ability) People who are both unable and unwilling to take responsibility to do something need clear, specific directions and supervision. This style called telling because it is characterized by the leader defining roles and telling people what how, when, and where to do various tasks. It emphasized directive behavior. Telling involves high-task behavior and low-relationship behavior. Selling (Low to Moderate Maturity; high willingness, low ability) People who are unable but willing to take responsibility need directive behavior because of their lack of ability, but also supportive behavior to reinforce their willingness and enthusiasm. This style is called selling because most of the direction is still provided by the leader. Yet through two way communication and explanation of why certain things need to be done, the leader tries to get the followers psychologically to "buy into" desired behaviors. This style involves higher-task behavior and high-relationship behavior. Participating (Moderate to High Maturity; low willingness, high ability) Since the follower at this maturity level has the ability to do what the leaders wants, but lacks self-confidence or enthusiasm the leader needs to open the way for two-way communication and activities listening to support the follower’s efforts to use the ability that the follower already has. This style is called participating because the leader and follower share in decision making, with the main role of the leader being facilitating and communicating. This style involves high-relationship behavior and low-task behavior. Delegating (High Maturity; high willingness, high ability) Since people at this maturity level have both ability and motivation, little direction or support is needed from the leader. Followers are now permitted to "run the show" and decide on the how, when, and where. At the same time, they are psychologically mature and therefore do not need above-average amounts of two-way communication or supportive behavior. This style involves low-relationship behavior and low-task behavior. back to top