Module 12 - Leadership - Power and Negotiation

org power: legitimate power

power that exists because of a persons position or role in the org

org power: reward power

power that exists when someone can provide rewards or benefits to others

org power: coercive power

power that exists when someone can punish or threaten others

interpersonal power: expert power

Power that exists when someone has specialized knowledge or expertise that others need

interpersonal power: referent power

Power that exists when others have a desire to identify with and be associated with a person

internalization

people genuinely believe in and commit to the request or decision

compliance

people do what is asked but don’t always believe in it

resistance

people actively oppose or refuse the request

rational persuasion

using logic, facts, and reasoning to convince someone

exchange

offering something in return for compliance

collaboration

working together with someone to achieve a mutual goal

org politics

when actions by individuals in the org are directed toward the goal of furthering their own self-interests

political ability

the ability to understand org dynamics and use that understanding to influence others effectively

distributive bargaining

negotiation approach where one party's gain is another party's loss (win-lose).

integrative bargaining

negotiation approach where both parties work together to create value and find a win-win solution

conflict resolution styles

collaborating, competing, avoiding, accommodating, compromising