Management 201 Givens-Skeaten Final

Leadership

The use of power and influence to direct the activities of followers toward achieving goals

Power

• The ability to influence others' behavior and resist unwanted influence in return

• power is a function of dependency

Dependency

The basis of power; it increases when a resource is important, scarce, and lacks viable substitutes

Influence

An actual behavior that causes behavioral or attitudinal changes in others

Positional (Organizational) Power types

• Legitimate

• Reward

• Coercive

Legitimate Power

Power derived from a formal position of authority within an organization

Reward Power

Control over resources or rewards that others want

Coercive Power

Control over punishments

Personal Power types

• Expert

• Referent

• Network

Expert Power

Derived from a person’s expertise, skill, or knowledge

Referent Power

Exists when others want to be associated with a person due to affection or admiration

Network Power

Power based on centrality within a network and access to information

Substitutability

The degree to which people have alternatives to the resources a leader controls

Discretion

The degree to which managers have the right to make decisions on their own

Centrality

How important a person’s job is and how many people depend on them

Visibility

How aware others are of a leader’s power and position

Rational Persuasion

Using logical arguments and hard facts

Inspirational Appeal

Appealing to a target’s values and ideals to create an emotional reaction

Consultation

Allowing the target to participate in deciding how to carry out a request

Collaboration

Making it easier for the target to complete the request

Ingratiation

The use of favors, compliments, or friendly behavior to make the target feel better about the influencer

Personal Appeals

When the requestor asks for something based on personal friendship or loyalty

Exchange Tactic

When the requestor offers a reward or resource to the target in return for performing a request

Apprising

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

Pressure

The use of coercive power through threats and demands

Coalitions

Occurs when the influencer enlists other people to help influence the target

Most Effective Tactics (Soft Tactics)

• Rational persuasion

• Consultation

• Inspirational appeals

• Collaboration

Least Effective Tactics (Hard Tactics)

Coalitions

Pressure

Engagement

The target agrees with and is committed to the request (affects behaviors and attitudes)

Compliance

The target is willing to do it but with ambivalence (affects behavior only)

Resistance

The target refuses and avoids the request

Organizational Politics

Actions directed toward furthering one’s own self-interests

Political Skill

The ability to understand others and use that knowledge to influence them to enhance personal or organizational objectives

• Networking ability

• Social astuteness

• Interpersonal influence

• Apparent sincerity

Networking Ability

Adeptness at developing diverse contacts

Social Astuteness

Tendency to observe and accurately interpret others' behavior

Interpersonal Influence

Having a convincing personal style that is flexible

Apparent Sincerity

Appearing to have high levels of honesty and genuineness

Competing

High assertiveness, low cooperation; win-lose

Avoiding

Low assertiveness, low cooperation; staying away from conflict

Accommodating

Low assertiveness, high cooperation; giving in unselfishly

Collaboration

High assertiveness, high cooperation; win-win

Compromise

Moderate assertiveness and cooperation; give-and-take concessions

Negotiation

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

Distributive Bargaining

Win-lose negotiating over a "fixed-pie" of resources

Integrative Bargaining

Aimed at a win-win scenario

Preparation (Step 1 of Negotiation)

Often considered the single most important stage, where each party determines their goals and whether the other party has anything to offer

Exchanging Information (Step 2 of Negotiation)

Each party makes a case for its position and puts all favorable information on the table

Bargaining (Step 3 of Negotiation)

The stage most people associate with "negotiation," where the goal is for each party to walk away feeling they have gained something of value

Closing and Commitment (Step 4 of Negotiation)

The process of formalizing an agreement reached during the bargaining stage

BATNA (Best Alternative to a Negotiated Agreement)

This describes a negotiator’s "bottom line" or the standard against which any proposed agreement is measured

Alternative Dispute Resolution

When parties cannot reach an agreement on their own, they may use a specially trained, neutral third party

• Mediation

• Arbitration

Mediation

A third party facilitates the resolution process but has no formal authority to dictate a specific solution

Arbitration

A third party determines a binding settlement to the dispute

Organizational Culture

The shared social knowledge within an organization regarding the rules, norms, and values that shape employee attitudes and behaviors

Espoused Values

The beliefs, philosophies, and norms that a company explicitly states through documents or verbal statements

Basic Underlying Assumptions

Ingrained, taken-for-granted beliefs and philosophies that employees act on without questioning

Artifacts

visible organizational structures, processes, and phenomena that, while easy to see, often have an ambiguous meaning

Observable Artifacts

Manifestations of culture that employees can easily see or talk about, including symbols, physical structures, language, stories, rituals, and ceremonies