A511.3.3.RB – Power and Influence

January 30, 2016

Richard Martinez

MSLD 511

                To me leadership is a process and power and influence is part of this process. There are eight sources of power, legitimate, reward coercive, referent, expert, information, ecological, and position and personal power. Power can be gained or lost and there are three theory’s that describe how this is done. The first theory is the Social Exchange Theory which states the amount of power depends on the individual’s loyalty, demonstrated competence, and contribution to the fulfillment of shared goals (Yukl, 2013). The second theory is the Strategic Contingencies Theory is contingent on three factors which are expertise in coping with important problems, centrality of the subunit within the workflow, and the extent to which the subunit’s expertise is unique rather than substantial (Yukl, 2013). The final theory is the Institutionalization of Power which is the process for using political tactics to increase influence or protect existing power sources (Yukl, 2013). Each source of power has a set of specific guidelines for its use. Failure to follow these guidelines can result in loss of power with your subordinates.

                Influence is the essence of leadership according to Yukl (2013). Influence processes are what the Leader will use to get the target person or personnel to accomplish the job or task at hand. The influence processes include Instrumental Compliance, Internalization, and Personal Identification. With Influence comes general types of influence tactics and outcomes. These tactics include impression management, political, and proactive while influence outcomes consist of commitment, compliance, and resistance. As with power, influence has specific guidelines for its use as well. There are four core tactics that include rational persuasion, inspirational appeals, consultation and collaboration. Other tactics include apprising, exchange, ingratiation, legitimating, personal appeal, pressure, and collation. These proactive tactics are used when the target is likely to resist a simple request from the leader.

                While I was in the U.S. Army the sources of power are very clear and known by all ranks. As A First Sergeant my power comes from my assumed role and assigned responsibility. I also draw my power from my rank. My role as a First Sergeant is the primary advisor and senior enlisted person in the company. I am the right hand of the commander and together as a team we will lead the company of Soldiers in all missions and tasks. Because my rank is First Sergeant it is one of two enlisted ranks that by nature is a leadership role.  All other enlisted ranks can be assigned a leadership position or not.  There are three levels of leadership and four special conditions of leadership that show how the power is used. The levels of leadership consist of direct, organizational, and strategic. Direct leadership is face to face or first line leadership. Organizational leadership is influencing several hundreds to several thousands of people. This is done through more levels of subordinates than do direct leaders. Strategic leadership is done through thousands to hundreds of thousands of people. The special conditions of leadership consist of formal, informal, collective, and situational. Formal is designated by rank or position while informal is when you take initiative and apply special expertise when appropriate. Collective is reaching synergistic effects that are achieved with multiple leaders aligned by purpose and situational are when actions are adjusted to complex and uncertain environments. Due to the hierarchical structure of the Army, every leader is also a follower. Learning to be a good leader also needs to be associated with learning to be a good follower.

                I have experienced a great amount of high quality leader-member exchange while in the military. And I have also experienced dysfunctional leader-member exchange. With the high quality leader-member exchange there is always a solid well rounded leader that has outstanding support from junior leaders under them. When the dysfunctional leader-member exchange happens is almost solely the fault of a toxic leader being in charge of the group.

References:

Yukl, G. (2013) Leadership in Organizations, 8th ed. Upper Saddle River, NJ: Pearson Education/Prentice Hall