OBA Week 9 - Power, influence and politics

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Power

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A persons or groups potential to influence another persons or groups behaviour

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Leadership motive pattern

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A high need for power (with high impulse control) and low need for affiliation

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34 Terms

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Power

A persons or groups potential to influence another persons or groups behaviour

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Leadership motive pattern

A high need for power (with high impulse control) and low need for affiliation

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Need for power

Wanting to control and influence others, or to be responsible for others

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Position power

Based on ones postion in the organization influence tactics

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Coercive power

A position based on fear or a desire to avoid punishment

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Reward power

A position power that involves the use of rewards to influence and motivate followers

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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

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Personal power

Based on persons individual characteristics, stays with a person regardless of his or her job or organization

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Expert power

A personal power based on an individual knowledge or expertise

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Informational power

Power ferived from control over information

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Referent power

A personal power based on a managers charisma or attractiveness to others

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Empowerment

Sharing power with employees and giving them the authority to make and implement at least some decisions

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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

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How subunits obtain power

Resource scarcity, Centrality, Substitutionality and uncertainty

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Influence tactics

How people translate their power to affect the behaviour of others

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Most effective influences

Rational persuasion, inspirational appeals, consultation and collaboration

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Least effective influences

Pressure

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Active resistance

Reject influence attempt and get in the way of what the influencer is trying to do

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Passive resistance

Reject influencce without direct confrontation

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Persuasive power

Power due to ability to use logic and facts to persuade

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Upward influence styles

Combinations of upward influence tactics that tend to be used together

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Ingratiation (upward influence tactic)

flattery, polite, friendly humble to put in good mood

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Exchange (upward influence tactic)

Offer trade of favors and rewards for compliance

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Rationality (upward influence tactic)

logic, plan, reason and compromise

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Assertiveness (upward influence tactic)

Aggression, nagging, verbal confrontation and giving orders

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Coalition formation (upward influence tactic)

Seek support of coworkers to show united front

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Upward appeals (upward influence tactic)

make informal/formal appeals to organisational superiors for intervention

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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

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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

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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.

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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

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Organizational politics

Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor

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Impression management

The process of portraying a desired image or attitude to control the impression others form of us

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Self-monitoring

Having a high concern with others perceptions of us and adjusting our behaviour to fit the situation