Mgt' 667 Leadership Week 6

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Mgt. 667 LeadershipWeek 6

• Rex Mitchell
• Spring 2006

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Instrument 4, Attitudes rePower Politics

• Tally responses by question
• Discuss items with wide spread or strong shift to
  one end

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Basic Power Leadership Concepts
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Engaging with Readings

• What are my reactions to this thoughts,
  feelings?
• What do I agree with, like, want to remember and
  use? Why?
• What do I disagree with, wish were different,
  would change, would expand on...? Why?
• What connections expansions can I make from my
  experience?

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• Power potential ability to influence behavior,
  events get people to do things they would not do
  otherwise
• Influence, politics processes actions through
  which potential power is used
• Leadership art of mobilizing others to want to
  struggle for shared aspirations

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Sources of Power

• Formal authority reputation
• Resources
• System connections positioning
• Expertise
• Personal

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Theory of Power

• In the absence of a leader or one exercising
  power, individuals will compete to assume power
• Power is exercised by individuals, not groups,
  and is invariably personal
• To be effective and lasting, power must be based
  on a set of ideas and a body of common knowledge

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Theory of Power (cont.)

• Power is exercised through organizations, and the
  exercise is legitimated and constrained by the
  organizations common knowledge
• Power actions occur in a context that includes
  various stakeholders and audiences

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Three Propositions I Believe

• Power is necessary and is neither good nor bad
  inherently
• Influence is a form of power that tends to reduce
  the potential for negative effects
• Power and love are not a dichotomy

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First Notes from Pfeffer Book

• Notes are brief, so you have to think about the
  concepts expand on the notes
• However, the notes have important points
• Re Preface ch. 1, Decisions Implementation
• Reactions, thoughts, feelings?
• Agree with, like, want to remember use?
• Disagree with, dislike, would change?
• Connections expansions from my experience?

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Lets also discuss

• Ambivalence re power (Pfeffer p.8-14)
• Importance of implementation, especially
  considering stakeholders and political realities
  (p. 19, 29-30)

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Stakeholder Analysis

• What is a stakeholder?
• Need to be selective, consider MAJOR stakeholders
• Typical stakeholder analysis
• Identify topic for analysis
• Identify major stakeholders for this topic
• Determine degree of support or opposition
• Assess balance of support
• If not sufficient, work on changing
• Decrease larger opposing forces HOW?
• Increase supporting forces

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How to Decrease Opposing Forces

• Find out stakeholders' reasons for opposition,
  plus what is important to them
• Try to convince them of the advantages of the
  change, framed in ways that address important
  concerns for them
• "Horse-trading"
• Modify your plan to accommodate some of the
  objections and interests
• Involve third-parties who have credibility,
  influence, /or power over stakeholders
• (Occasionally) try to intimidate them or get them
  moved elsewhere
• Involve key stakeholders earlier in the
  decision-making and planning process

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Stakeholder Exercise

• Do a stakeholder analysis for Case 6 (Informal
  Leader Firing), with the topic of reinstating
  Mike Henry (should write notes)
• Identify the major stakeholders (individuals and
  groups)
• Infer their likely positions and concerns
  regarding the topic above
• Estimate the balance of support (i.e., relative
  strength of support for and against reinstating
  Henry)
• What could be done to shift this balance of
  support in either direction?

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Basic Power Leadership Concepts (cont.)

• See Pfeffer book notes, ch. 2
• Your reactions?
• Agree
• Disagree
• Extend
• In groups, discuss (p.38) power is used more
  frequently under conditions of moderate
  interdependence

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Pfeffer ch.3

• Diagnosing power dependence
• Note connections with stakeholder analysis
• Agrees?
• Disagrees?
• Extensions?

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Ex.2 Indicators of Power

• In groups, take turns identifying some indicators
  of power in your organizations
• Note similarities and differences
• Brief reports back to class

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Leadership is not an affair of the head.

• Leadership is an affair of the heart.

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Next time

• Instrument 5 in advance
• Pfeffer ch. 4-9
• Use my five sources of power as basis
• Use notes to help focus
• Framing piece on Web