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Report on Influence Tactics

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Report on Influence Tactics Interpersonal influence has been recognized as an essential element of leadership for a long time. Leadership is defined as, "a process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task" (Chemers, 2000, p. 27). This definition, along with other similar core definitions implies that interpersonal influence is an essential mechanism by which an effective leader enacts his or her leadership. My paper mainly focuses on summarizing the development and key concepts of influence tactics and also on how those theories could help interpret my previous experience.

1. Define Power and Influence

1) Power is the ability to bring about change in one’s psychological environment.

Power means many different things to different people. For some, power is like corrupt. For others, the more power they have, the more successful they feel. For even others, power is of no interest at all. The theory of five bases of power was created by John French and Bertram Raven in the 1960’s through a study they had conducted on power in leadership roles.

The five bases of power are divided in two categories:

- Formal Power


Coercive power is conveyed through fear of losing one’s job, being demoted, receiving a poor performance review, having prime projects taken away, etc. This power is gotten through threatening others. For example, the Sales Director threatens his staffs to meet the revenue target or get fired.


Reward power is conveyed through rewarding individuals for compliance with one’s wishes. This can be done through giving bonuses, raises, a promotion, extra vacation time, etc. For example, the supervisor who provides employees comp time when they meet the target he/she set for a specific project.


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