OBHR 330 Chapter 13: Leadership Power and Negotiation

Leadership

use of power and influence to direct the activities of followers towards goal achievement; direction can affect followers’ interpretation of events, the organization of their work activities, their commitment to key goals, their relationships with other followers, and their access to cooperation and support from other work units

Power

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

Dimensions to group power

organizational power and personal power

Types of organizational power

legitimate power, reward power, coercive power; all derive from a person’s position within the organization

Legitimate power

derives from a position of authority inside the organization, people with legitimate power have. a title and the understood right to ask others to do things that are considered within the scope of their authority, limit being doesn’t give a person the right to do something outside the scope of their jobs or roles within the organization

Reward power

exists when someone has control over the resources or rewards another person wants, ability to influence others of those being influenced believe they will get the rewards by behaving a certain way

Coercive power

exists when a person has control over punishments in an organization, primarily operates on fear, exists when one person believes that another has the ability to punish them and is willing to use that power

Types of personal power

expert power and referent power, more strongly related to organizational commitment/job performance

Expert power

derives from a person’s expertise, skill, or knowledge on which others depend

Referent power

exists when others have a desire to identify and be associated with a person, derives from affection, admiration, or loyalty

Four factors that have an effect on the strength of a person’s ability to use power to influence others

substitutability, discretion, centrality, and visibility

Substitutability

the degree which people have alternatives in accessing

Discretion

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

Centrality

how important a person’s job is, how many people depend on that person to accomplish their tasks

Visibility

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

Influence

the use of an actual behavior that causes behavioral or attitudinal changes in others, can be directional and is relative

Most effective influence tactics

rational persuasion, inspirational appeals, consultation, and collaboration

Rational appeal

use of logical arguments and hard facts to show the target that the request is a worthwhile one, most effective when it shows the proposal is important or feasible

Inspirational appeal

designed to appeal to the target’s values and ideals, thereby creating an emotional or attitudinal reaction

Consulation

occurs when the target is allowed to participate in deciding how to carry out or implement a request, increases a target’s commitment

Collaboration

leader uses to attempt to make it easier for the target to complete the request

Moderately effective influence tactics

ingratiation, personal appeals, apprising

Ingratiation

use of favors, compliments, or friendly behavior to make the target feel better about the influencer, more effective as a long-term strategy

Personal appeal

occur when the requestor asks for something based on personal friendship or loyalty

Apprising

occurs when the requestor clearly explains why performing the request will benefit the target personally, focuses solely on the benefit to the target

Least effective influence tactics

pressure, coalitions, and exchange tactics

Pressure

use of coercive power through threats and demands

Coalition

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

Exchange tactics

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

Two points about leaders’ use of influence tactics

influence tactics tend to be most successful when used in combination and the influence tactics that tend to be most successful are those that are “softer” in nature

Responses to influence tactics

internalization, compliance, resistance

Internalization

occurs when the target of influence agrees with and becomes committed to the influence request, best outcome

Compliance

occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence, shifts in employees behaviors but not attitudes

Resistance

occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it, most likely when the influencer’s power Is low relative to the target or when the request itself is inappropriate or unreasonable

Organizational politics

actions by individuals that are directed toward the goal of furthering their own self-interests

Political skill

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

Four dimensions of political skill

networking ability, social astuteness, interpersonal influence, apparent sincerity

Networking ability

adeptness at identifying and developing diverse contacts

Social astuteness

the tendency to observe others and accurately interpret their behavior

Interpersonal influence

involves having an unassuming and convincing personal style that’s enough to adapt to different situations

Apparent sincerity

involves appearing to others to have high levels of honesty and genuineness

Styles of conflict resolution

competing, avoiding, accommodating, collaboration, compromise

Competing

(high assertiveness, low cooperation) occurs when one party attempts to get their own goals met without concern for the other party’s results, considered a win-lose, occurs when one party has high levels or organizational power and can use legitimate or coercive power to settle the conflict

Avoiding

(low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down; usually results in an unforgivable result for everyone, never resolves conflict

Accommodating

(low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way

Collaboration

(high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes, seen as a win-win, most effective but most difficult

Compromise

(moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions, most common

Negotiation

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

Negotiation strategies

distributive bargaining and integrative bargaining

Distributive bargaining

involves win-lose negotiating over a “fixed-pie” of resources, when one person gains and the other person loses

Integrative bargaining

aimed at accomplishments a win-win scenario, involved the use of problem solving and mutual respect

Negotiation stages

preparation, exchanging information, bargaining, closing and commitment

BATNA

describes negotiator’s bottom line

Power and influence correlation

power and influence is moderately correlated with job performance and organizational commitment

Alternative dispute resolution

a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

Forms of alternative dispute resolution

mediation and arbitration

Mediation

requires a third part to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution

Arbitration

occurs when a third party determines a binding settlement to a dispute