POWER, INFLUENCE, Presenter:

AND MARYNIEL A.
GUADALUPE
INFLUENCE TACTICS
 Imagine yourself that you are
salesman and/or saleswoman. How will
you convince me to buy this car?
 Influence is a part of everything in
life. You influence your friends to go to a
movie with you, or to buy a certain pair of
shoes by complimenting you. Influence is
defined as “the change in a target agent’s
attitudes, values, beliefs, or behaviors as
the result of influence tactics.” (Wren, p.
339)
 Influence tactics are described as
a person’s actual behaviors “designed
to change another person’s attitudes,
beliefs, values, or behaviors.” (Wren,
p. 339)
 And finally, you cannot have influence
without power. A car salesman has the
power to let you test drive a vehicle.
Power is defined as the “capacity to
produce effects on others or the potential
to influence.” (Wren, p. 339)
TAXONOMY OF SOCIAL
POWER
 SOURCES OF POWER

ORGANIZATIONAL PERSONAL POWER

POWER
Legitimate Power Expert Power
Reward Power Referent Power
Coercive Power
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Legitimate Power
Legitimate power is a person’s ability
to influence others’ behavior because of
the position that person holds within the
organization. Legitimate or position
power, as it is sometimes called, is
derived from a position of authority inside
the organization, often referred to as
“formal authority.”
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Reward Power
Reward power is a person’s
ability to influence others’
behavior by providing them with
things they want to receive.
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Referent Power
Referent power is a person’s
ability to influence others’ behavior
because they like, admire, and
respect the individual.
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Coercive Power
Coercive power is a person’s ability to
influence others’ behavior by punishing
them or by creating a perceived threat to
do so.
Expert Power
Expert power is a person’s ability to
influence others’ behavior because of
recognized knowledge, skills, or abilities.
 VERTICAL DYAD
LINKAGE (VDL) THEORY
VERTICAL DYAD LINKAGE (VDL) THEORY

LMX or Vertical Dyad Linkage Theory also known

as The Leader-Member Exchange Theory first emerged
in the 1970s. It focuses on the relationship that
develops between managers and members of their
teams.
The theory states that all relationships between
managers and subordinates go through three stages.
These are:
 Role-Taking.
 Role-Making.
 "Routinization."
SOCIAL EXCHANGE
THEORY
 SOCIAL EXCHANGE THEORY

History and Definition of the Theory

The genesis of social exchange theory goes back to
1958, when American sociologist George Homans
published an article entitled “Social Behavior as
Exchange.”
Social exchange theory is a concept based on the
notion that a relationship between two people is created
through a process of cost-benefit analysis. In other words,
it’s a metric designed to determine the effort poured in by
an individual in a person-to-person relationship. The
measurement of the pluses and minuses of a relationship
may produce data that can determine if someone is
putting too much effort into a relationship.
INFLUENCE TACTICS
 Leadership requires moving people from
point A to point B. How effectively a leader
uses “hard” or “soft” influence tactics
determines how well others are influenced to
move or change their current direction.
 INFLUENCE TACTICS

1. Pressure
2. Assertiveness
3. Legitimating
4. Coalition
5. Exchange
6. Upward Appeals
7. Ingratiating
8. Rational Persuasion
9. Personal Appeals
10. Inspirational Appeals
11. Consultation
 TACTIC DEFINITION EFFECTIVENESS

Pressure Behavior includes demands, threats or intimidation to convince

others to comply with a request or to support a proposal. Low

Assertiveness Behavior includes repeatedly making requests, setting timelines

for project completion or expressing anger toward individuals
who do not meet expectations. Low

Legitimating Behavior seeks to persuade others that the request is something

they should comply with given their situation or position. Low

Coalition Behavior seeks the aid of others to persuade them to do something

or uses the support of others as an argument for them to agree. Low

Exchange Behavior makes explicit or implicit a promise that others will

receive rewards or tangible benefits if they comply with a request
or reminds others of a favor that should be reciprocated. Moderate

Upward Appeals Behavior seeks the approval/acceptance of those in higher

positions within the organization prior to making a request of
someone. Moderate

Ingratiating Behavior seeks to get others in a good mood or to think favorably

of them before asking them to do something. Moderate

Rational Persuasion Behavior uses logical arguments and factual evidence to

persuade others that a proposal or request is viable and likely to
result in task objectives. Moderate

Personal Appeals Behavior seeks others’ compliance to their request by asking a

“special favor for them,” or relying on interpersonal relationships
to influence their behavior. Moderate

Inspirational Appeals Behavior makes an emotional request or proposal that arouses

enthusiasm by appealing to other’s values and ideals, or by
increasing their confidence that they can succeed. High

Behavior seeks others’ participation in making a decision or High

Consultation
planning how to implement a proposed policy, strategy or change.
 CONCLUSION

Leaders being aware of their five sources of

power enables them become more effective in regards
to the situation a leader may be in. leadership
practitioners can better understand how they can
affect followers and how they can expand the amount
of power they possess. At the end of the day, influence
and power should be used to mold an employees
behaviors and attitudes to one that is consistent to the
group or organization goals, as well as personally and
intrinsically, to have followers that are eager to keep
pursuing excellence in their work and personal lives.
THANK YOU!