Ch. 12 - Power, Influence, Negotiation, and Leadership

Power

the ability to influence the behaviour of others and resist unwanted influence in return

Legitimate power

based on a position of authority

Reward power

based on control of resources or benefits

- control over pay, bonuses, time-off, etc.

Coercive power

based on the ability to hand out punishment

Expert power

based on expertise and knowledge

Referent power

based on attractiveness and charisma

Substitutability

the degree to which people have alternatives in accessing the resources that a leader controls

discretion

the degree to which leaders have the right to make decisions on their own

centrality

how important a person's job is and how many people depend on that person to accomplish tasks

Visibility

how aware others are of a leader and the resources the leader can provide

Influence

the use of behaviours to cause behavioural or attitudinal change in others

Rational persuasion

use of logical arguments and hard facts to show that a request is worthwhile

inspirational appeal

appeal to one's values and ideals to create an emotional or attitudinal reaction

consultation

the target is allowed to participate in deciding how to carry out a request

collaboration

the leader makes it easier for the target to complete the request by offering to work with and help the target

ingratiation

use of favours, compliments, or friendly behaviour to make the target feel better about the influencer

- only effective in the long term

personal appeals

requestor asks for something based on friendship or loyalty

apprising

requestor clearly explains why performing the request will benefit the target personally

pressure

the use of coercive power through threats and demands

- may only work once or twice and not in the long long term

coalitions

the influencer enlists other people to help the target

exchange tactic

the requestor offers a reward in return for performing a request

Internalization

change in atittude and behaviour

Compliance

Change in behaviours but not in attitude

Resistance

flat out rejecting a request

organizational politics

the individual actions directed toward the goal of furthering a person's own self-interests

Political skill

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

Social astuteness

can a leader be able to read a situation and know how to respond

interpersonal influence

a convincing but unassuming personal style

apparent sincerity

coming across as honest and genuine

conflict

the goals of two parties are in opposition

Competing

high assertiveness, low cooperation

- One party attempts to get its goals met without concern for the other party's results

- Often used when one party perceives that they have a lot of legitimate power, if a quick decision needs to be made, and when the leader thinks or knows that they are right

- Research suggests that competing tends to be used more by men than women

Avoiding

- low assertiveness, low cooperation

- One party wants to remain neutral or postpone the conflict to gather information or let things cool down

- Tends to cause frustration as nothing is being solved → we would have to return and use a different tactic

It may be used if we want to postpone the conflict

Accomodating

- low assertiveness, high cooperation

- One party gives in to the other and acts in a completely unselfish way

- It may be used if one leader has low power and the issue is very important to the other party

Collaboration

- high assertiveness, high cooperation

- Both parties work together to maximize outcomes

Tends to be the most effective style

- However, it can be hard to come by as it requires a lot of discussion, time, and relatively equal levels of power from both parties

Compromise

- moderate assertiveness, moderate cooperation

- Conflict is resolved through give-and-take concessions

- Both parties partially get what they want

- Tends to be used more by women

negotiation

a process in which two or more interdependent individuals discuss and attempt to reach an agreement about their differences

Distributive Bargaining

a strategy where one party gains and the other party loses

integrative bargaining

a strategy that achieves an outcome that is satisfying to both parties

Mediation

a process by which a third party facilitates a dispute resolution process, but with no formal authority

Arbitration

a process by which a third party determines a binding settlement to a dispute

Trait approach

An early approach to leadership that examined particular characteristics or attributes of effective leaders → gender, personality, ability

- Traits tend to be more predictive of leader emergence than effectiveness → extroverts are likely to emerge as a leader, but doesn't mean that they will be an effective leader

Initating Structure

a pattern of behaviour in which the leader defines and structures the roles of employees in pursuit of goal attainment

Consideration

a pattern of behaviour in which the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee findings

R1 - telling

the leader provides specific instructions and closely supervises

R2 - selling

the leader supplements directing with support and encouragement

R3 - participating

the leader shares ideas and tries to help the group conduct its affairs

R4 - delegating leader

the leader turns over responsibility for key behaviours to employees

Transformational leadership theory

a pattern of behaviour where leaders inspire followers

Idealized influence

earn admiration, trust, and respect of followers

Inspirational motivation

foster enthusiasm for and commitment to a shared vision

Intellectual stimulation

challenge followers to be innovative and creative by questioning assumptions

Individualized consideration

help followers achieve their potential through coaching, developing, and mentoring

Laissez-faire

leader avoids duties

Transactional leadership

the leader rewards or disciplines based on performance

Passive MBE

not stepping in until an error happens

Active MBE

micro management and constant correction

Contingent Reward

promises of rewards in exchange for performance

Transformational leadership

the leader inspires and motivates

Leader-member exhcange thoery

a theory describing how relationships between a leader and a follower develop over time on a byadic basis

Dyadic

two people (a leader and a follower)

High-quality exchange

frequent exchange of information, support, and attention

Low-quality exchange

limited exchange of information, support, and attention

Role taking

the leader provides expectations and the follower attempts to meet those expectations

Role making

when the follower gets involved in the making of the role

Autocratic style

the leader makes the decision alone

Consultative style

the leader presents the problem to emplopyees for their opinions before making the decision alone

Facilitative style

the leader presents the problem to employees and seek consensus, ensuring the leader's opinion receives no more weight than anyone else

Delegative style

the leader gives employees the responsibility for making decisions with some boundary conditions

Substitutes

situational characteristics that reduce the importance of the leader while providing a direct benefit to employee performance

Neutralizers

situational characteristics that reduce the importance of the leader and do not improve employee performance in any way

Know for exam

- Transformational leadership is universally effective and accepted

- Participative leadership tends to be accepted across cultures

- Consideration leadership is viewed as more effective in Asia than in Europe

Connectorship

about how leaders connect and create meaningful relationships with followers

- a positive correlation between connectorship, self-efficacy, and extroversion