Use of Power and Influence

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As a leader in any capacity, you by necessity and by design, have power and influence over those that work or serve under you. If you have spent any time in a corporate environment, you may have seen someone, even in just small ways, using their power and influence not for the good of the organization but for their own gain. A small amount of power can make even the best person act abnormally. The Stanford Prison Experiment is proof of that. However, in order to be an effective leader, it’s important for a person to understand their role and to learn to use their power and influence to better the organization and its workers.
Leaders have essentially three different kinds of power they can draw on. The first is the power and influence given to them by their position. This power is in the titles they wear and not necessarily a part of their personalities. Because these titles are usually earned, it makes sense that they are given respect and that those who hold them have some power and influence over the people around them.
Another kind of power comes with the ability to give rewards. In many instances, individuals gain power because they have the right or the capacity to reward others for their good behavior. This is the best way to have sway or influence over others, as they are willing to work hard and do their best in order to receive a reward from someone with the power to given them.
The third kind of power that some leaders use is the ability to dole out punishments. Nearly any manager, at any level, has the ability to give rewards or punishments. Because some employees are better motivated by the fear of punishments than the promise or rewards (or are motivated by a combination of the two), it’s important for a leader to have this kind of power. It is, however, the kind of power than some leaders will abuse, if they are given the chance. Understanding that this power is best used only when a punishment is necessary and appropriate and will improve the organization on a whole, can prevent leaders from abusing it.
As a leader, it is your job to exert power over your team, but only to improve the work that they do and the company or organization, not just to exert power because you have it.
Written by:
Gerard O’Donovan
CEO and Founder- Noble Manhattan Coaching –   www.noble-Manhattan.com
CEO and Founder  -International Coaching News –  www.international-coaching-news.net
CEO and Founder -Westminster Indemnity –  www.Westminster-indemnity.com
CEO and Founder – The Alpha Group –  www.the-alpha-group.biz
President – International Institute of Coaching and Mentoring – www.iicandm.org
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