CPL 120 Exam 2

Power

the capacity to produce effects on others or the potential to influence others

Influence

the change in a target agent’s attitude

Influence tactics

the behaviors an individual uses to influence the target

Rational Persuasion

Using logical arguments or factual evidence to influence others

Inspirational Appeals

Using emotional arousal or enthusiasm to influence people to agree to a request

Consultation

The person being influenced is welcomed to be a part of the process

Ingratiation

Getting the target agent in a good mood before making the request (“buttering up”)

Personal Appeals

Asking the other person to do you a favor out of friendship/because of a personal relationship

Exchange

If you do this for me, I’ll do that for you

Coalition Tactics

Inviting outside people to influence the target (ex. intervention)

Pressure Tactics

Threatening, scaring, punishing, or coercing the target to influence them

Legitimizing Tactics

Relying on your title/position to influence the target

Sources of power

1. legitimate power

2. expert power

3. reward power

4. coercive power

5. referent power

Legitimate power

Power of position/title

• strengths: respect, authority, earned

• weaknesses: over-reliance/abuse of title

Expert Power

Power of knowledge

• strengths: gives your words meaning, experience, skill

• weaknesses: frustration with less knowledgable team, stuck in career, expectation for perfection

Coercive Power

Power of punishment

• strengths: absolute, make expectations clear

• weaknesses: resentment/rebellion, requires follow-through

Reward Power

Power of benefits

• strengths: incentivize, motivate, positivity

• weaknesses: extrinsic, loopholes, dilute effectiveness

Referent Power

Power of relationships - strongest potential but easiest to break

• strengths: trust, bond

• weaknesses: takes time to develop but can break easily

Pecking order

Status differential between members of a group

Stylized power rituals

“know your place” privileges (non-verbal) - tied to respect

Examples of stylized power rituals

Staring, pointing, touching/invading personal space, interrupting

Theory X

Pessimistic view of others, assuming others are not naturally motivated to work

Leads to coercive power

Theory Y

Optimistic view of others, assuming people are motivated by their work

More effective leadership mentality

Values

Constructs representing generalized behaviors considered important to you

Terminal Values

Desired end states

ex. accomplishment, family security, inner harmony, fulfillment

Instrumental Values

Modes of behavior

ex. helping others, responsible, empathetic, logical

Moral Reasoning

How people think and act concerning matters of right vs wrong

Ethics

Help us decide right vs wrong

Ethical dilemmas

choosing between “two rights”

1. truth vs loyalty

2. individual vs community

3. short term vs long term

4. justice vs mercy

Truth vs loyalty

ex. “does this look good on me” - should you be honest or should you do what will make the person feel best

Individual vs Community

ex. trolley problem - should you help the person you feel most connected to or should you help the greatest number

Short Term vs Long Term

ex. do homework or go to bed - should I be productive or should I take care of myself so I can be productive later

Justice vs Mercy

ex. homeless person stealing food - should you do what is right and make them pay or should you go easy on them because they are struggling

3 principles for solving ethical dilemmas

1. ends-based thinking: do what’s best for the greatest number of people

2. rule-based thinking: follow the highest principle/duty - what should be done in every situation

3. care-based thinking - do what you want others to do to you

Kohlberg’s Theory of Moral Development

Theory that assesses the PROCESS used by individuals to solve ethical dilemmas

Preconventional

Based in self-interest

• Stage 1: “bad” behavior is punished

• Stage 2: “good” behavior is rewarded

Conventional

Based on gaining others approval

• Stage 3: “good” behavior is that which is approved by others, the opposite for bad

• Stage 4: “good” behavior conforms to standards set by societal institutions

Post-Conventional

Based on universal, abstract principles

• Stage 5: “good” behavior conforms to community standards, concerned with respect

• Stage 6: “good” behavior is a matter of individual conscience based on principles

Authentic Leadership

Your everyday behavior is how you act in your leadership role

Harmony and consistency between how you think/feel and how you act

Servant Leadership

Prioritizes serving others

The role is to serve others and support peers in achieving tasks

4 Biases that impact moral decision making

1. Implicit bias: I am not conscious of the bias that I hold

2. In-group favoritism: we like people we know/identify with

3. Over-claiming credit: thinking too highly of yourself/your ability/your contributions

4. Conflicts of interest: how relevant/necessary is what you are doing - how much do you agree with it

Building blocks of Building Skills

More difficult to change: values, interests, motives'/goals; personality traits; intelligence - base of skills

Easier to change: knowledge; experience; skills competencies

Personality

Two meanings

1. Public reputation: how others see you

2. Identity: how you see yourself

Traits

Trends in behavior

Trait Approach

People act the way they because of the strengths they hold, especially in weak situations

Self-Awareness

Helps leaders see how others see them

OCEAN Model of Personality

• Openness to experience: curiosity and innovation

• Conscientiousness: organization and planning

• Extraversion: getting ahead in life/networking

• Agreeableness: getting along with others

• Neuroticism: reactions to stress/change

Intelligence

All-around effectiveness in activities directed by thought

Sternberg’s Triarchic Theory of Intelligence

1. analytical intelligence: general problem solving skills (book smarts)

2. practical intelligence: ability to adapt in new situations to meet its needs (street smarts)

3. creative intelligence: ability to produce novel and useful work

Types of thinking

1. convergent thinking: single best answer

2. diverse answers

Power Distance

The understanding that within an organization, the distribution of power is unequal, making a hierarchy - ex. sac

Attribution of blame

When an individual makes an immoral decision, they will blame an external factor rather than accepting fault - ex. friend being “funny”

Just World Hypothesis

The idea that people get what they deserve - if you do good, good things will happen to you - ex. superspreaders