The worst manager you have ever seen
Do you think that highly influential people gain power? In other words, are influence and power related?
Yes, we think influence and power are related. Identification occurs when people accept the direction or influence of others because they identify with the power holders and seek to maintain relationships with them—not because they value or even agree with what they have been asked to do. French and Raven’s concept of referent power is based on the same sort of personal attractiveness as is identification. Consequently, referent power and identification are likely to be closely associated with each other. Charismatic leaders are able to continue influencing other people’s behaviors for as long as identification continues. You might ever admired a teacher, a student leader, or someone else whose personality, way of interacting with other people, values, goals, or other characteristics were exceptionally attractive. You probably wanted to develop and maintain a close, continuing relationship with that person. This desire can provide this individual with referent power. Someone you hold in such esteem is likely to influence you through his or her attitudes and behaviors. For example, have all used personal charisma to profoundly influence the thoughts and behaviors of others. Consider advertising’s use of famous athletes and actors to help sell products. Athletic shoe manufacturers such as Nike, Reebok, and Adidas, for example, employ sports celebrities as spokespeople in an effort to influence consumers to buy their products. In conclusion, we think that highly influential people gain power.
Aside from rational persuasion, what techniques of influence do you believe are used most often in organizations? Why are these particular techniques used more frequently than are others?
In an organization, impression management people most often make the two main strategies:
Downgrade defense strategy-When individuals try to make themselves the minimum responsibility
Yes, we think influence and power are related. Identification occurs when people accept the direction or influence of others because they identify with the power holders and seek to maintain relationships with them—not because they value or even agree with what they have been asked to do. French and Raven’s concept of referent power is based on the same sort of personal attractiveness as is identification. Consequently, referent power and identification are likely to be closely associated with each other. Charismatic leaders are able to continue influencing other people’s behaviors for as long as identification continues. You might ever admired a teacher, a student leader, or someone else whose personality, way of interacting with other people, values, goals, or other characteristics were exceptionally attractive. You probably wanted to develop and maintain a close, continuing relationship with that person. This desire can provide this individual with referent power. Someone you hold in such esteem is likely to influence you through his or her attitudes and behaviors. For example, have all used personal charisma to profoundly influence the thoughts and behaviors of others. Consider advertising’s use of famous athletes and actors to help sell products. Athletic shoe manufacturers such as Nike, Reebok, and Adidas, for example, employ sports celebrities as spokespeople in an effort to influence consumers to buy their products. In conclusion, we think that highly influential people gain power.
Aside from rational persuasion, what techniques of influence do you believe are used most often in organizations? Why are these particular techniques used more frequently than are others?
In an organization, impression management people most often make the two main strategies:
Downgrade defense strategy-When individuals try to make themselves the minimum responsibility