MGMT 363 - Chp 13: Leadership (Power and Influence)

What is leadership?

LEADERSHIP: the use of power and influence to direct the activities of followers towards goal achievement.

What are the five sources of interpersonal power? How do followers react to the use of these types of power?

Reward power:
-positive influence
-associated with compliance

Coercive Power:
-associated with resistance and compliance

Legitimate power:
-positive influence
-associated with compliance

Referent Power:
-Most Positive influence
-Has the broadest influence
-associated with compliance

Expert Power:
-Most positive influence
-associated with compliance

What are the four contingency factors that impact the amount of power a person has?

sustainability
discretion
centrality
visibility

Be familiar with the influence tactics discussed in class and the impact they might have on various targets. What are the three specific responses to influence efforts?

Tactics:
1. Rational persuasion: Trying to convince someone with reason, logic, or facts.

2. Inspirational Appeals: Trying to build enthusiasm by appealing to others emotions, ideals, or values.

3. Consultation: Getting others to participate in planning, making decisions, and changes.

4. Collaboration: attempting to make it easier for target to complete the request by offering assistance, removing obstacles or providing resources.

5. Ingratiation: Getting someone in a good mood prior to making a request. Being friendly, helpful, and using praise, flattery, or humor.

6. Personal appeals: referring to friendship and loyalty when making a request.

7. Exchange: Making express or implied promises and trading favors.

8. Apprising: explaining how personally beneficial to the target performing the request will be.

9. Coalition tactics: getting others to support your effort to persuade someone. "Ganging up"

10. Pressure: Demanding compliance or using intimidation or threats.

11. Legitimating tactics/Upward appeals: basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors. Name dropping.

Responses:
1. Internalization: Substantial agreement followed by initiative and persistence in pursuit of goals.

2. Compliance: reluctant or insincere agreement requiring subsequent prodding to satisfy minimum requirements.

3. Resistance: Stalling, unproductive arguing, or outright rejection.

What is organizational politics? What are the four political skills that individuals might develop in organizations?

Organizational Politics (16): actions by individuals that are directed toward the goal of furthering one's own self-interest possibly at the expense of the organization.

4 Skills:
Networking ability
Social astuteness
interpersonal influence
apparent sincerity

What are the personal and organizational characteristics that might impact the level of political behavior in organizations? How would an overly political environment impact the employees in that organization?

Charachteristics:
-need for power
-Machiavellianism
-Lack of participation in decision making
-limited or changing resources
-ambiguity in roles
-high performance pressure
-unclear performance evaluations

Negative Employee reactions:
high levels of political behavior makes employees uneasy in the work environment.
1. Decreased job satisfaction.
2. Decreased organizational commitment.
3. Decreased task performance.
4. Increased stress and strain.

What are the five styles of conflict resolution? When might you use them and what is the likely result?

Competing: high assertiveness, low cooperation.
a. Results in a win-lose solution.
b. Occurs when one party has more power than the other.
c. Uses hard forms of influence such as pressure or coalitions.
d. Get the result but losing party will have negative reaction.
e. Useful when quick decision is vital and have right answer.

Avoiding: low assertiveness, low cooperation. Simply stay away or postpone conflict as long as possible hoping it will go away.
a. May be good to let parties cool down.
b. When issue isn't important or there are others that are.
c. Perceive no chance of alleviating your concerns.
d Let others resolve it more effectively.
e. Doesn't get rid of problem and most likely leads to bad results for everyone involved.

Accommodating: low assertiveness, high cooperation. One party gives in to the other party.
a. You have much less power than the other.
b. The issue isn't that important to you.
c. Maintains harmony.
d. May gain negotiating credits for later conflicts.

Collaborating: high assertiveness, high cooperation. Two parties work together to find a mutually beneficial result.
a. Work to find a win-win solution.
b. Seen as most effective method of conflict resolution.
c. There is likely a balance of power.
d. Can gain a high level of commitment from both sides.
e. Provides opportunities to learn and gain insight.

Compromise: moderate assertiveness and cooperation. Each side gives in on some points and gains on others.
a. Likely a balance of power.
b. Can lead to a quick, temporary solution until a final one can be hammered out.
c. Neither side gets all it wants.

What are the two types of bargaining that might take place in a negotiation process?

Distributive bargaining: win-lose negotiating over a fixed pie of resources. Use competing conflict resolution style.

Integrative bargaining: aimed at accomplishing a win-win solution which both parties agree to and may lead to a better solution than either party's original positions.

What are the stages of negotiation? What biases might negotiators have that could inhibit the sides from reaching a positive agreement?

1. Preparation: each party determines what its goals are for the negotiation and whether or not the other party has anything to offer.
2. Exchanging Information: non-confrontational process in which each side makes a case for its position.
3. Bargaining: give and take discussion leading to an agreement.
4. Closing and commitment: formalize the agreement in writing or with a handshake.

Negotiator Biases:
1. Perceived power relationship: one or both sides may perceive they have more power than they actually do leading to a more aggressive approach to negotiations.
2. Emotions: as human beings we may let either our positive or negative emotions overwhelm our logic and make negotiations difficult.

What are the two methods of alternative dispute resolution?

1. Mediation: third party tries to get the negotiations back on track by providing an unbiased opinion to get the parties to reach an agreement. Has no ability to dictate a solution.
2. Arbitration: third party listens to the cases for each side and makes a decision.