Dr. Job Thomas
Reader in Civil Engineering, School of Engineering
Cochin University of Science and Technology
Cochin -22, email: job_thomas@cusat.ac.in
2. What is power tactics?
Translation of power into a specific action
Implementation of influential power to their
bosses, coworkers, or employees
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3. Preferred Power Tactics by
Influence direction
Upward Influence Downward Lateral Influence
Influence
Rational persuasion Rational persuasion Rational persuasion
Inspirational appeals Consultation
Pressure Ingratiation
Consultation Exchange
Ingratiation Legitimacy Personal
Exchange Legitimacy appeals Coalitions
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4. Factors influencing power tactics
Sequencing of tactics
Personal skill in using the tactic
Person’s relative power
Type of request and how the request is
perceived
Culture of the organization
Country-specific cultural factors.
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5. Disempowering tactics
Establish lots of rules, precedents, routines.
Reduce task variety and flexibility.
Do not reward unusual or innovative
performance.
Require approvals for non-routine tasks.
Assign tasks peripheral to the core business.
Locate away from influential people and
action.
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6. Disempowering tactics (cond..)
Reduce flow of organizational information.
Reduce contact with senior staff.
Reduce participation in programmes,
meetings etc.
Reduce participation in decision making and
problem solving activities.
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7. Summary
Power is an important OB theme as the
power to influence others influences the
productivity of organization and ultimately its
success.
The tactics in connection with empowerment
and disempowerment have been discussed.
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10. Kouzes and Possner 1993
Leadership is
Honest
Forward looking
Inspiring
Competent
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11. Badaraco Jr. 2002
Effective leaders are
Charismatic
High-profile and high risk taking person
Introduced the concept of “Quite leaders”
Quite leaders positively impact the people
around them through strength of character and
personal humility.
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12. Petzinger Jr., 1999
Successful organizational leaders are
Committed
Entrepreneurial individual contributors
Factors affecting the quality of leadership
Money and motivation
Work and family life
Social roles and responsibilities
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13. Ghoshal and Barlett, 1997
A successful leader is the one who can
Inspire individual creativity and initiative
Leveraging organizational learning
Supports organizational renew
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14. Collins, 2001
Good leaders creates
Disciplined people
Disciplined thoughts
Disciplined action
in an organization
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15. Goleman, Boyatzis and McKee, 2002
Needs for a leader
Self awareness
Self management
Social awareness
Relationship management
Emotional intelligence has strong correlation
with leadership style
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16. Buckingham and Coffman, 1999
Exemplary leaders do
Select people for talent
Set expectations by defining right outcome
Motivate people by focusing on strength
Develop people by helping them to find where
they fit best
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17. Kanter 2001
Competent e- business leaders are the one
who
Exhibit Kaleidoscope thinking
Articulate an inspiring vision
Building a collation
Nurturing working team
Persisting through difficulties
Spreading recognition and credit
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18. Summary
The various modern perspectives of
leadership available in the literature are
presented.
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