MGT 3620 Chapter 13: Leadership, Power, and negotiation

5 styles of conflict resolution

Include competing, accommodating, avoiding, collaborating, and compromising strategies to address conflicts in organizational settings.

competing

a style where one party seeks to win at the expense of others, often emphasizing assertiveness over cooperation.

collaborating

a style where parties work together to find a mutually beneficial solution, emphasizing both assertiveness and cooperation.

win-win scenario

most difficult to achieve

avoiding

style where one party refuses to engage in conflict, prioritizing peace over assertiveness.

lose-lose scenario

accommodating

a style where one party gives in to the wishes or demands of the other, prioritizing relationship preservation over assertiveness.

compromising

a style where both parties make concessions to reach a mutually acceptable solution, balancing assertiveness and cooperation.

power

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

organizational power

legitimate power

reward power

coercive power

organizational power: legitimate

derives from a position of authority inside the organization and is sometimes referred to as “formal authority.”

organizational power: reward

The ability to provide rewards or incentives to influence the behavior and decisions of others within the organization.

organizational power: coercive

Exists when a person has control over punishments in an organization.

based off fear

personal power

expert

referent

information

personal power: expert

The ability to influence others based on one's knowledge, skills, or expertise in a particular area.

personal power: referent

The ability to influence others based on personal traits, charisma, and respect from others.

personal power: information

Ability of one person but not the other to access information and control its distribution

leadership

the use of power and influence to direct the activities of followers toward goal achievement

assumptions about leaders having power

power will be used

influence will be accepted

negotiation strategies

distributive bargaining

integrative bargaining

distributive bargaining

When the parties involved in a negotiation are looking to allocate a fixed pool of resources

integrative bargaining

A negotiation strategy in which the parties involved seek a win–win outcome by collaborating to find solutions that satisfy the needs of both sides.

4 stages of negotiation

preparation

exchanging information

bargaining

closing and commitment

negotiation biases

perceived power bias

emotional bias

perceived power bias

the idea that one or both of the parties have a certain degree of power over the other which can affect their perceptions and decisions during the negotiation process.

emotional bias

when the negotiator holds a strong emotion regarding the negotiation at hand.

Can lead to an altered approach in negotiation and a bias in the decision-making process