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Leadership and Organizational Influence: How Power and Politics Play Out in Organizations

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Title: Leadership and Organizational Influence: How Power and Politics Play Out in Organizations


1
Leadership and Organizational Influence How
Power and Politics Play Out in Organizations
  • Lyle Yorks
  • Department of Organization and Leadership
  • Teachers College, Columbia University

2
A Basic Premise
The Success of high-performing companies and
organizations results as much from what happens
behind-the-scenes as from leaders more visible
actions
3
A Second Basic Premise
Senior executives, managers, and other leaders
add value through how they think and the
opportunities they create for their organization
through influential relationships and the
conversations that they initiate and influence.
4
Interest Grid
Dysfunctional Influence
Functional Influence
Self Interest -
Self-Destructive
Sacrificial
-
Organizations Interest
5
What determines influence?
  • Interpersonal expertise
  • Network of allies
  • Track record and reputation
  • Cultivating Dependencies
  • Strategically linking ones initiatives to the
    needs of the Organization

6
Effective Influencing Action
The ability to manage multiple agendas
simultaneously and ethically
7
Power and Authority
  • An important question
  • Where does authority come from?

8
Power and Authority
  • An another important question
  • Where does Power come from?

9
A Model of P(O/W)ER
Position power

Over/ With
Expert power
Relationship power
P(O/W)ER Model
10
The Basic Calculation
  • Expertise facts X 0 0

11
The Basic Calculation
  • Expertise facts X influence Effective
    Relationships

12
Engaging in Action Inquiry
  • Pay attention to how you frame the discussion /
    issue/conversation (Framing)
  • Balance Advocacy with Inquiry
  • Support advocacy with specific examples
    (Illustrating)
  • From Bill Torbert and Associates, Action Inquiry,
  • Berrrett-Koehler Associates

13
Engaging in Inquiry
Be mindful of how you engage in inquiry
(Phrasing Questions) Test your
assumptions Listen
14
Building Learning into the Conversation
Strategy Tactics Outcomes
Assumptions Actions Consequences
Single Loop
Double Loop
15
Exercising Influence
  • Mapping the Political Territory
  • Assessing the Trust/Agreement Matrix
  • Challenging Assumptions
  • Agenda Linking
  • Utilizing Currencies
  • Following the credibility path
  • Facilitating Learning

16
Examples of Currencies
  • Time
  • Information
  • Recognition
  • Task Support
  • Dependability
  • Acceptance
  • Reputation
  • Personal Support
  • Visibility
  • Prestige

17
The Trust/Agreement Matrix
High Bedfellows
Allies Agreement Fence Sitters
Adversaries Opponents Low
Low Trust
High
18
Five Basic Questions for Mapping the Territory
  • Who are the key players?
  • 2. What is their power/influence in the
    organization?
  • 3. To what extent are they applying their
    influence
  • for or against the issue?
  • 4. How easily can their applied influence be
  • changed?
  • 5. What significant relationships exist among the
  • key players?
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