Power, Leadership, Conflict, and Organizational Culture

Power

Ability to influence (convey, sway, manipulate) another person.

Influence

Process of affecting the thought, behaviors and feelings of another person.

Authority

Right to influence another person.

Reward Power

Based on agent's ability to control rewards that a target wants.

Coercive Power

Based on agent's ability to cause an unpleasant experience for a target.

Legitimate Power

Based on position and mutual agreement.

Referent Power

Based on interpersonal attraction (the target wants to be like the agent).

Expert Power

Exists when an agent has specialized knowledge or skills that the target needs.

Intergroup Sources of Power

Control of critical resources and strategic contingencies.

Control of Critical Resources

One group controls a resource desired by another group.

Strategic Contingencies

Activities that other groups depend on to complete their tasks.

Ethical Power

Applying power fairly, transparently, and responsibly to benefit the organization and its members.

Utilitarian Outcomes

Behavior should result in the greatest good for the greatest number of people.

Individual Rights

Rights such as free speech, privacy, and due process.

Distributive Justice

All parties should be treated equitably and fairly.

Kanter's 7 Intangible Symbols of Power

1. Ability to intercede for someone in trouble; 2. Ability to get placements for favored employees; 3. Exceeding budget limitation; 4. Procuring above average raises for employees; 5. Getting items on the agenda at meetings; 6. Access to early information; 7. Having top managers seek out one's opinions.

Korda's 3 Tangible Symbols of Power

1. Office furnishings: effect of furniture on perceptions; 2. Time power: using clocks and watches as power symbols; 3. Standing by: a game in which people are obliged to keep their cell phones with them at all times so executives can reach them.

Kanter's Symbols of Powerlessness

1. Overly close supervision; 2. Tendency to do the more complicated tasks themselves rather than training others; 3. Make external attribution for negative events; 4. Inflexible adherence to the rules; 5. Use dictatorial top down communication.

Cialdini's 6 Principles of Influence

1. Principle of friendship/liking; 2. Principle of reciprocity; 3. Principle of social proof; 4. Principle of commitment and consistency; 5. Principle of authority; 6. Principle of scarcity.

Principle of Friendship/Liking

People prefer to say yes to those that they like.

Principle of Reciprocity

Return favors; say yes to people you owe.

Principle of Social Proof

Follow the majority; tip jar, hotel sign.

Principle of Commitment and Consistency

Align with prior commitment (better if voluntary, active and public and in writing).

Principle of Authority

Follow the lead of credible, knowledgeable experts; ask for introduction or recommendation, display degrees.

Principle of Scarcity

People want more of what they can have less of.

Pressure

uses demands, threats or intimidation to convince you to comply

Upward appeal

Persuades you that the request is approved by higher management

Exchange

Makes an explicit or implicit promise that you will receive rewards or tangible benefits if you comply or reminds you of a prior favor to be reciprocated

Coalition

seeks the aid of others to persuade you to do something also

Ingratiation

seeks to get you in a good mood or think favorably of them before asking you to do something

Rational persuasion

uses logical arguments and factual evidence to persuade you

Inspirational appeals

makes an emotional request that arouses enthusiasm by appealing to your values and ideals or by increasing your confidence that you can do it

Consultation

seeks your participation in making a decision or planning how to implement a proposed policy strategy or change

Leadership

process of guiding and directing the behavior of people in the work environment toward the achievement of a vision or set of goals

Formal leadership

official sanctioned leaders based on the authority of a formal position

Informal leadership

unofficial leadership accorded to a person by other members of the organization

Leadership process

setting a direction for the organization, aligning people with that direction, motivating people to action 'INSPIRING ORGANIZATIONAL MEMBERS'

Management process

planning and budgeting, organizing and staffing, controlling and problem solving 'OVERSEEING DAY TO DAY OPERATIONS'

Trait theory

explains who becomes a leader (emergence), not how effective they are. No set traits guarantee success. Situations matter more than traits.

Laissez faire style

uses a hands off approach (too high follower control)

Democratic style

uses interaction and collaboration with followers to direct the work (high follower control)

Autocratic style

uses strong directive actions to control the rules, activities and relationships at work (high leader control)

Initiating structure

define and organize work relationships and goals; establish clear patterns of communication and ways of getting things done → production oriented leadership style

Consideration

foster nurturing friendly warm working relationships, encourage mutual trust and respect → employee oriented leadership style

Followership

process of being guided and directed by a leader in the work environment

Effective followers

self responsibility and self management delegation, high organizational commitment, look for challenges, courageous and honest

Sheep

someone who uncritically follows others, often conforming to popular opinions, behaviors, or trends without independent thought or questioning.

alienated followers

disconnected from leader/self centered, bitter, risk of disrupting work

yes people

reinforce leaders ideas with false enthusiasm, the most dangerous for a leader (WORST FOLLOWERS)

survivors

better safe than sorry

leader-member exchange model (LMX)

focuses on the relationship between leaders and their subordinates, emphasizing that leadership effectiveness is influenced by the quality of these relationships.

in-group

trusted assistants; more satisfied, lower turnover, higher organizational citizenship behaviors, stress comes from the additional responsibilities

out-group

hired hands; likely to retaliate against the organization, stress comes from being left out of the communication network

authentic leaders

have a conscious sense of values, act consistently to their value systems, build a workforce characterized by high levels of hope, optimism, resilience and self-efficacy

transformational leadership

inspires followers through vision for change, open to followers co-creation in a common vision

charismatic leadership

uses the force of personal abilities, charm and talents to affect followers, greater reliance on the leader (need for control) obedience from followers

conflict

any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties

functional conflict

healthy, constructive disagreement between two or more. People's origin often results in new ideas, learning and growth among individuals improves working relationships, leads to innovation and positive change for the organization.

dysfunctional conflict

unhealthy, destructive disagreement between two or more. People origin is often emotional or behavioral drains energy leads to aggressive acts or retaliation losses may exceed any potential gain from the conflict.

inter-role conflict

occurs when a person experiences conflict between multiple roles in his or her life

intra-role conflict

occurs within a single role when a person receives conflicting messages from roles about how to perform a certain role

person-role conflict

occurs when the expected behaviors of an individual clash with his or her personal values

competitive conflict management style

entails dishonest communication, mistrust, and rigid reposition from both parties

cooperative conflict management style

honest communication, trust, and openness to risk and vulnerability

avoiding conflict management style

for trivial/non-priority issues perceives no chance of satisfying your concerns

accommodating conflict management style

when harmony and stability are especially important, to satisfy others and maintain cooperation, to build social credit for later issues, to minimize loss when you are outmatched and losing

compromising conflict management style

as a backup when collaboration or competition is unsuccessful

distributive bargaining

a negotiation approach that involves dividing a fixed amount of resources

integrative negotiation

a negotiation approach that seeks to create a win-win situation by finding mutually beneficial solutions

Distributive bargaining

Goals of the parties are in conflict and each party seeks to maximize its resources.

Integrative negotiation

Parties' goals are not seen as mutually exclusive. The focus is on both sides achieving their objective.

Bargaining zone

Refers to the range or area in negotiation where both parties' acceptable outcomes overlap.

Resistance point

The least favorable option a party is willing to accept before ending negotiation and resorting to your BATNA.

Target point

The ideal outcome a party hopes to achieve.

Aspiration range

What you want, your optimistic goal for the negotiation also called aspiration price target point or preference.

ZOPA

Zone of possible agreement; the range of potential offers in which agreement is possible.

BATNA

Best alternative to a negotiated agreement; an outside option that can be pursued if the negotiation falls through.

Preparation

Research has shown that the recommended time allocation in negotiation is 70% preparation.

Organizational culture

A pattern of basic assumptions that are considered valid and taught to new members as the way to perceive, think, and feel in the organization.

Strong culture theory

Organizational culture with consensus on the values that drive the company.

Artifacts

Manifestations in the physical and social environment of an organizational culture that employees can easily talk about.

Values

Inherited beliefs of what should or should not be.

Basic assumptions

Deeply held beliefs that guide behaviors and tell members how to perceive situations and people.

Stories

Anecdotes, accounts, legends, myths.

Personal enactment

Examples set by leaders, such as a CEO, in their behavior.

Physical structures

The physical environment of the organization, including office layouts and decorations.

Language

Jargon, slang, slogans on walls.

Ceremonies and rites

Formal events such as groundbreaking for a hospital or award ceremonies.

Rites of passage

Shows that an individual's status has changed, for example, retirement dinners.

Rites of enactment

Reinforces the achievement of individuals, for example, awarding certificates to sales contest winners.

Rites of renewal

Emphasizes change in the organization and commitment to learning and growth, for example, opening a new corporate training center.

Rites of integration

Unite diverse groups or teams within the organization and renew commitment to the larger organization, for example, company functions such as annual picnics.

Rites of conflict reduction

Dealing with conflicts or disagreements that arise naturally in organizations, for example, grievance hearings and the negotiation of union contracts.

Rites of degradation

Used to visibly punish a person who fails to adhere to values and norms of behavior, for example, publicly replacing a CEO for unethical conduct.

Espoused values

The values that an organization claims to hold.

Enacted values

The values that are actually reflected in the behavior of the organization.

Espoused

Said to be valued

Enacted

Reflected an actual behaviors

Four functions of organizational culture

Providing a sense of identity to members and increasing their commitment to the organization, offering a way for employees to interpret the meaning of organizational events, reinforcing the values of the organization, serving as a control mechanism for shaping behavior

Socialization

Process by which newcomers are transformed from outsiders to participating effective members of the organization