Power
A persons or groups potential to influence another persons or groups behaviour
Leadership motive pattern
A high need for power (with high impulse control) and low need for affiliation
1/33
Looks like no tags are added yet.
Name | Mastery | Learn | Test | Matching | Spaced |
---|
No study sessions yet.
Power
A persons or groups potential to influence another persons or groups behaviour
Leadership motive pattern
A high need for power (with high impulse control) and low need for affiliation
Need for power
Wanting to control and influence others, or to be responsible for others
Position power
Based on ones postion in the organization influence tactics
Coercive power
A position based on fear or a desire to avoid punishment
Reward power
A position power that involves the use of rewards to influence and motivate followers
Legitimate power
A position power based on a persons holding of the managerial position rather than anything the manager is or does as a person
Personal power
Based on persons individual characteristics, stays with a person regardless of his or her job or organization
Expert power
A personal power based on an individual knowledge or expertise
Informational power
Power ferived from control over information
Referent power
A personal power based on a managers charisma or attractiveness to others
Empowerment
Sharing power with employees and giving them the authority to make and implement at least some decisions
Abuse of power
Using any type of power to demean, exploit or take advantage of another or infleuncing someone to do something the person later regrets
How subunits obtain power
Resource scarcity, Centrality, Substitutionality and uncertainty
Influence tactics
How people translate their power to affect the behaviour of others
Most effective influences
Rational persuasion, inspirational appeals, consultation and collaboration
Least effective influences
Pressure
Active resistance
Reject influence attempt and get in the way of what the influencer is trying to do
Passive resistance
Reject influencce without direct confrontation
Persuasive power
Power due to ability to use logic and facts to persuade
Upward influence styles
Combinations of upward influence tactics that tend to be used together
Ingratiation (upward influence tactic)
flattery, polite, friendly humble to put in good mood
Exchange (upward influence tactic)
Offer trade of favors and rewards for compliance
Rationality (upward influence tactic)
logic, plan, reason and compromise
Assertiveness (upward influence tactic)
Aggression, nagging, verbal confrontation and giving orders
Coalition formation (upward influence tactic)
Seek support of coworkers to show united front
Upward appeals (upward influence tactic)
make informal/formal appeals to organisational superiors for intervention
Shotgun (combo with upward influence)
uses most influence and assertiveness/bargaining. Less job tenture (time) and need to obtain personal benefits and sell ideas how work should be done. creates higher job tension and stress
Tactician (combo with upward influence)
Use average influence and reason. Direct subunits in non-routine work for skill and knowledge power. Influence in budget, policy and personal. Rely on reason and logic. Associate lower levels of job tension and personal stress, favorable individual outcomes
Bystander (combo with upward influence)
Use little influence. Direct units doing routine work and little power. Few personal and organisational objectives require compliance of others, exert little influence.
Ingratiator (combo with upward influence)
Use friendliness and other strategies. Reflect dominant mode managers exercise influence used towards CEOs more likely recieve appointments at firms with more connections
Organizational politics
Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor
Impression management
The process of portraying a desired image or attitude to control the impression others form of us
Self-monitoring
Having a high concern with others perceptions of us and adjusting our behaviour to fit the situation