Leading Human Resources: An Analysis (part 20)

The Situational Use of Power
by
Charles Lamson

Even if the leader is using the appropriate leadership style for a given readiness level, that style may not be maximizing the leader's probability of success if it does not reflect the appropriate power base. Therefore, just as an effective leader should vary leadership style according to the readiness level of the follower, it may be appropriate to vary the use of power in a similar manner. The bases that influence people's behavior at various levels of readiness are pictured in Figure 1.

Figure 1 Power Bases Necessary to Influence People's Behavior at Various Levels of Readiness

Figure 1 shows a relationship only between power bases and readiness level. There also appears to be a direct relationship between the kind of power bases a person has and the corresponding leadership style that will be effective for that person in influencing the behavior of others at various readiness levels.

Coercive Power

A follower low in readiness generally needs strong directive behavior in order to become productive. To engage effectively in this telling style, the leader may have to use coercive power. The behavior of people at low levels of readiness seems to be influenced by the awareness that costs will be incurred if they do not learn and follow the rules of the game. Thus, sanctions---the perceived power to fire, transfer, demote, and so on---may be an important way that a leader can induce compliance from people who are unable and unwilling. The leader's coercive power may motivate the followers to avoid the punishment or "cost" by doing what the leader tells them to do.

Connection Power

As a follower begins to move from readiness level R1 to R2, directive behavior is still needed, but increases in supportive behavior are also important. The telling and selling leadership styles appropriate for these levels of readiness may become more effective if the leader has connection power. The possession of this power base may induce compliance because a follower at these readiness levels tends to aim at avoiding punishments or gaining rewards available through the powerful connection.



Reward Power

A follower at a low to moderate level of readiness often needs high amounts of supportive behavior and directive behavior. This selling style is often enhanced by reward power. Because individuals at this readiness level are willing to try on new behavior, the leader needs to be perceived as having access to rewards in order to gain compliance and reinforce growth in the desired direction.

Legitimate Power

The leadership styles that tend to influence effectively those at both moderate levels of readiness (R2 and R3) are selling and participating. Legitimate power seems to be helpful in effective use of these styles. By the time a follower reaches these moderate levels of readiness, the power of the leader has become legitimized. That is, the leader is able to induce compliance or influence behavior by virtue of the leader's position in the organizational hierarchy.

Referent Power

A follower at a moderate to high level of readiness tends to need little direction but still requires a high level of communication and support from the leader. This participating style may be effectively utilized if the leader has referent power. The source of power is based on good personal relations with the follower. With people who are able but unwilling or insecure, this power base tends to be an important means of instilling confidence and providing encouragement, recognition and other supportive behavior. When that occurs, followers will generally respond in a positive way, permitting the leader to influence them because they like, admire, or identify with the leader.



Information Power

The leadership styles that tend to motivate followers effectively at above average readiness levels (R3 and R4) are participating and delegating. Information power seems to be helpful in using these two styles. People at these levels of readiness look to the leader for information to maintain or improve performance. The transition from moderate to high readiness may be facilitated if the follower knows that the leader is available to clarify or explain issues and provide access to pertinent data, reports, and correspondence when needed. Through this information power, the leader is able to influence people who are both willing and able.

Expert Power

A follower who develops to a high level of readiness often requires little direction or support. This follower is able and willing to perform the tasks required and tends to respond most readily to a delegating leadership style and expert power. Thus, a leader may gain respect from and influence most readily a person who has both competence and confidence by possessing expertise, skill, and knowledge that this follower recognizes as important.

An easy way to think about sources of power in terms of making diagnostic judgments is to draw a triangle, as shown in figure 2, around the three power bases necessary to influence below-average, average, and above-average levels of readiness.

Figure 2 Power Bases Necessary to Influence People at Various Readiness Levels

A way to examine the high probability power base for a specific readiness level is to draw inverted triangles, as shown in Figure 3. Note that R1 and R4, the extreme readiness levels, include only two power bases instead of three.

Figure 3 Power Bases Necessary to Influence People's Behavior at Specific Levels of Readiness

*SOURCE: MANAGEMENT OF ORGANIZATIONAL BEHAVIOR: LEADING HUMAN RESOURCES, 8TH ED., 2001, PAUL HERSEY, KENNETH H. BLANCHARD, DEWEY E. JOHNSON, PGS. 216-218*

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