“Power” vs. “Influence” – Building a Legacy of Leadership | Richard McKeown
Do influence and power coexist? Can you exercise influence only if you have power? Provide adequate reasons and examples to support your. The relationship between power and influence is vital to good leadership. Power and influence both refer to naturally possessed traits that follow as a. There can be no leadership without influence, because influencing is how leaders between management and leadership," they wrote, "and both are important.
It is not unusual for people to ascribe power to positions of leadership. With the position of CEO, for example, comes a certain degree of power. That power has more to do with the position than with the person occupying it. In other words, it is conferred on the position. Influence on the other hand has more to do with the individual holding the position. It is conferred on a person by virtue of who they are, not what merely what they are. This distinction deals with how leaders use their position.
The difference between power and influence
Or do they seek consensus and buy-in, seeking to influence the proper decision or direction from those they lead? Influence is granted by those being led.
Or put another way, power demands; influence commands. The ability to persuade is a key characteristic of effective leaders.10 Difference Between Authority And Power
In other words, they make the case for what an organization is doing, why it is doing it, and what the outcome will be. Referent Power Referent power is the ability of others to identify with those who have desirable resources or personal traits.
You may also hear of charismatic power. This comes from the personal characteristics of the person.
The Relationship between Influence and Power
Their energy, endurance, empathy, toughness, humour, charm. People with this source of power can influence people. However, again be careful that you do not abuse it. Expert Power Expert power refers to the power that people have who have specialist knowledge, who are experts in their field or have knowledge or skills that are in short supply.
People tend to listen more to those who demonstrate expertise. Expert power does not require positional power. Leaders and managers should also be aware of expert power where it exists in their teams.
To ignore it is potentially abusing their positional power. How can you use and develop expert power as a leader? Here are some ideas: Use it to offer guidance and support to your team and to motivate them Use it to gain respect for your position, skills and knowledge from your peers, those above you in the organisation, from your team, from customers, suppliers and those with whom you interact Develop expertise, both knowledge and skills, that are required for your position and future positions.
Keep yourself informed of new developments in your area Maintain your credibility by participating in discussions that you are well informed on. Beware of trying to give the impression that you are an expert in all areas. Use the appropriate expertise from your team and other departments or functions Be open to discuss concerns that your team or others may have.
By listening to their concerns you can use your expertise to allay them. Thus creating credibility and respect. This is a very important skill in leading change and managing resistance Acknowledge the expertise that is in your team.
You do not need to have more expertise than them in every area If you have examples of where different forms of power and influence have been used well or misused we would be delighted to hear them.