Power-Influence Approach

Power-Influence Approach

Yukl (2010, pg. 8) defines leadership as “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.” There are five approaches to leadership: trait, behavior, power-influence, situational, and integrative (Yukl, 2010, pg. 13).

The discussion within this paper focuses upon the power-influence approach, its strengths and weaknesses, and an example of this approach in a current work-setting.

Overview of Power-Influence Approach

The Power-Influence Approach “examines processes between leaders and other people” (Yukl, 2010, pg. 14). Leaders and managers introduce change by using their interpersonal skills to influence their employees to follow their lead on changes required within the department or organization. According to Robbins & Judge (2011, pg. 6), a manager will use the roles of figurehead and leader to implement policy change and to motivate their employees to accept said changes. The leader/manager must enforce such changes by developing policies, educating employees, and using disciplinary measures for non-compliance.

Strengths and Weaknesses of Power-Influence Approach

Daugherty & Williams (2006) discuss resources and motivation as key elements of power. When the leader/manager uses his or her influence to integrate and enforce change, they should utilize other factors for complete success. For example, a leader/manager who uses positive reinforcement in addition to their influential powers will have success with his or her followers. When employees understand the reasoning behind change, they are more motivated to adapt to the requirements and follow the leader.

The Power-Influence Approach when used inappropriately will deter employees from asking clarifying questions; thus, creating an environment in which mistakes will be high. Leaders/managers that rely on fear to discipline and enforce change will see employee satisfaction and morale reduced to the bottom of the barrel.

A best practice approach is to review Bradford and Cohen’s Principles of Influence. They applied six steps to influence their teams:

1. “See others as potential allies.

2. Clarify your goals.

3. Determine what the other person wants.

4. Determine what of value you can give the other person.

5. Determine