1. Presenter:
OMAR M. JACALNE

2. All leaders deal with power
and politics. POWER is the ability to
influence other people and events.
It is the leader’s stock-in-trade, the
way that leaders extend their
influence to others. It is somewhat
different from authority, because
authority is delegated by their
higher management. Power , on the
other hand , is the earned and
gained by the leaders on the basis of
their personalities, activities and the
situations in which they operate.

3. Formal
Legitimate
Expert Power Reward
Power Power
Types of
Power
Informal
Coercive Information
Power Power
Personal
Power

4. - also called referent
power, charismatic power
and power of personality,
comes from each leader
individually. It is the
ability of a leaders to
develop followers from
the strength of their own
personalities.

5. – also known as position
power and official
power, comes from higher
established authorities to
others. It gives leaders the
power to control resources
and to reward and punish
others.

6. – also known as the authority of
knowledge, comes from
specialized learning . It is power
that arises from a person’s
knowledge of and information
about a complex situation. It
depends on education, training
and experience, so it is an
important type of power in our
modern technological society.

7. -the capacity to control and
administer items that are valued
by another. It arises from an
individual’s ability to give pay
raises, recommend someone for
promotion or transfer, or even
make favorable work
assignments. Many rewards may
be under a manager’s
control, and these are not limited
to material items.

8. – is the capacity to punish
another, or at least to create a
perceived threat to do so.
Managers with coercive power
can threaten an employee’s
job security, make punitive
changes in someone’s work
schedule, or, at the
extreme, administer physical
force.

9. – power that comes
from access and
control over
information

10. The six types are developed from different
sources, but they are interrelated in practice:
 Reward, coercive, and legitimate power are
essentially derived from one’s position in the
organization.
 Expert, information and personal power
reside within the person. When even one
power base is removed from a
supervisor, employees may perceive that
other bases of influence will decline as well.
The use of a power base must fit its
organizational context in order to be
effective.

11. Resistance Compliance Commitment
Resist leader’s Comply with the The most desirable
initiative due to leader’s wish by outcome from
consistent meeting minimal wielding power is
Coercive power. expectation while commitment.
holding extra Enthusiastic release
effort. of energy and talent
Legitimate power to satisfy leader’s
will likely result request. Referent and
to compliance Expert power most
likely to produce
commitment.

12.  Refers to the intentional behaviors
that are used to enhance or protect
a person’s influence and self-
interest while also inspiring
confidence and trusts by others.

13. 1. Being socially
astute (accurately
perceiving and
understanding
what is taking
place in social
interactions)

14. 2. Having
interpersonal
influence (adapting
one’s behaviors to
most effectively
elicit a desired
response from
others.

15. 3. Creating useful
networks
(developing
contacts into useful
allies and
supporters)

16. 4. Expressing
sincerity
(exhibiting honest
and authentic
intentions in
one’s interactions
with others such
that they trust
you)

17. Individual factors:
 Inefficiency of the employee
 High need for power, status, security or
autonomy
Organizational Factors:
 Competition
 Level of organization
 High performance pressure

18.  Treat the other party as a potential ally.
 Specify your objectives.
 Learn about the other party’s needs, interest
and goal.
 Inventory your own resources to identify
something of value you can offer.
 Assess your current relationship with the
other person.
 Decide what to ask and what to offer.
 Make the actual exchange that produces a
gain for both parties.

19.  Increased employee turnover
 Decrease in job satisfaction
 Increased anxiety and stress
 Reduce performance

20. TACTICS FOR
SUCCESS

21.  Social Exchange
 Alliances
 Identification with higher authority
 Control of information
 Selective service
 Power and status symbol
 Power play
 networks

22. Omar is signing off!!!