Leadership: power and negotiation

Leadership

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

• The chapter focus is on how leaders get their power and influence and how they use it in organizations.

Why are some leaders powerful then others 

• Voicing a dissenting opinion 

• Refusing to perform a specific behavior 

• Organizing an opposition group of coworkers 

power is the ability to influence the:

behavior of others and resist unwanted influence in return. 

organizational power:

derives from a person's position within an organization 

Legitimate power

• is based on a position of authority in an organization 

Reward power

control of rewards

Coercive power

is based on the ability to punish.

personal power:

expert, referent

Expert power

is based on expertise,skill,or knowledge

Referent power

• exists when others have a desire to identity and be associated with a person.

Factors that increase power effectiveness

• low substitubility

• high discretion

• high Centrality

• high visibility

substitubility

having alternatives in accessing resources

discretion

having 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 their tasks

visibility

how aware others are of leaders power and position

Influence:

the use of an actual behavior that causes behavioral or attitudinal changes in others 

Most frequently occurs downward

managing influencing employees

Can also be lateral:

peers influencing peers

Leaders depend on a number of tactics to…

cause behavioral or attitude changes in others 

Rational persuasion:

using logical arguments and facts 

Inspirational appeal

appealing to values and ideals to create an emotional reaction 

Consultation:

allowing targets to participate in decision 

Collaboration:

working together to maximize outcome

Most effective:

-Rational persuasion

-Inspirational appeals

-Consultation

- Collaboration

moderately effect tactics: 

Integration

personal appeal

appraising

(moderately) Integration

using favors,compliments, or friendly behavior 

(moderately) personal appeal

appealing to personal friendships or loyalty 

Least effective influence tactics 

-pressure

-coalitions

-Exchange tactics

(least effective) pressure:

using coercive power through threats or demands 

(least effective) coalitions:

enlisting others to help influence the target 

(least effective) Exchange tactics:

offering a reward or resource in return for performing a request.

people have three possible responses to influence tactics:

• Internalization

• Compliance

• Resistance:

Internalization

both behavior and attitude shift to agreement

Compliance

•  behavior shifts to agreement but attitude does not.

Resistance

• neither behavior nor attitude shifts to agreement 

leaders can use their power and influence in a number of ways, including 

• Navigating the political environment in organization 

• Resolving conflicts within the organization

Organizational politics 

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

political skill

 understanding others at work and using that knowledge to influence others in ways that enhance personal and organizational objectives .

Political skill — four components

1.Networking ability
2. Social astuteness
3. Interpersonal influence

4. Apparent sincerity

Networking ability

is an adeptness at identifying and developing
contacts.

Social astuteness

is the tendency to observe others and
accurately interpret their behavior.

Interpersonal influence

involves having a personal style that’s
flexible enough to adapt to different situations.

Apparent sincerity

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

Neg effects of organizational politics 

-peoples perceptions of politics are generally neg 

Environments that are perceived as extremely political can

• Lower job satisfaction 

• Lower organizational commitment