Principles of Power
Mar 15, 2019 /
Course Code: 0302-WEB19
Raise your hand if you have some form of power at work? When we ask participants this question in our on-site training sessions, typically only people with titles of manager, supervisor and those who have direct reports raise their hands. At the end of the training, they all raise their hands after discovering each of them have some form of power that can be leveraged effectively with the right people, in the right place, at the right time.
To whom much is given much is required, and power comes with significant amounts of responsibility. Maintaining ethics as a leader means recognizing your power and preventing the increasing misuse and abuse of power. The abuse of power has become a national concern in the public and private sectors of today's workplace. According to the Workplace Bullying Institute, 61% of bullies are mangers, supervisors and senior level leaders, and the primary targets of their abusive power is women. Understanding the types of power, its consequences, and power differentials can help managers and leaders prevent the abuse of power with others.
Power: is the capacity to affect another person's situation and/or compel others to do something they may not have done otherwise.
Types of Power
There are five types of power that are frequently observed in the workplace...
- Position: capacity to direct others and expect compliance for specific expectations. This is inherited formal power due to your title, level of authority and occupancy of position
- Reward: capacity to impact others with praise and recognition and by controlling the distribution of desired tangible rewards (monetary, and non-monetary)
- Expert: capacity to influence others due to the perception of having superior skills, knowledge and being a subject matter expert and withholding or sharing of knowledge
- Personal: capacity to attract and influence others because of physical appeal, loyalty, respect, charm, charisma, friendship, admiration, desire to gain approval from, or desire to be associated with
- Coercive: capacity to compel others with fear and intimidation due to the perceived capacity to penalize or punish for noncompliance
Remember, It is not necessarily what you do that makes you powerful, but what you are perceived to be capable of doing. Some managers like to downplay their power and act like they don't have any, however not being aware of your power can create leadership blind spots in situations known as power differentials.
Situations in which a powerful person places a less powerful person in a vulnerable position is a "powerful differential." For example, a manager could create a power differential using coercive power by making it appear that if a person does not do what's desired, they will be retaliated against or experience consequences in some form (denied promotion, poor evaluation, etc...) and if they do perform what's desired, then they will receive praise and rewards in some form. Think of a senior level leader asking the intern or administrative support person for unusual favors, or the salaried supervisor who praises hourly employees who don't take breaks and work extended hours without asking for overtime.
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InstructorJames Bird Guess
James Bird Guess is a highly sought-after authority and subject matter expert on employee engagement, strategic leadership, culture change, and talent retention.
James currently serves as CEO of International Success Academy, a management consulting firm fortune-best-companies-picthat provides advisory services to mid-market organizations and Fortune 100 Best Companies to Work For, including QuikTrip, AutoZone, Gallagher Bassett, United Surgical Partners, FirstGroup America, Bright Horizons, and National Oilwell Varco. His areas of expertise include advising executive teams on change management, strategic leadership, and employee engagement strategies, as well as customizing and facilitating on-site leadership training, and high-energy team building experiences.
James also provides board and advisory oversight to companies in health care, oil and energy, retail, aviation, government, and education industries. His vast amount of broad-based business experiences helping companies maximize organizational effectiveness, has honed his unique skillset for providing innovative ideas, insights, best practices and “next practices” to company leaders making decisions that positively impact shareholder value.
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Fee & Credits
- 0.1 Continuing Education Units (CEUs)
- 1 Professional Development Hours (PDHs)
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