Dr. Job Thomas Reader in Civil Engineering, School of Engineering Cochin University of Science and Technology Cochin -22, email: job_thomas@cusat.ac.in

1. Power Tactics
Job Thomas
#11, MBA (PT)
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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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8. Contemporary
Perspective of Leadership
Job Thomas
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9. Meaning of word “contemporary”
 Contemporary = modern
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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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