13: Leadership - Power and Negoiation

leadership

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

power

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

organizational power

• legitimate: position of authority

• reward: the ability to give resources wanted by another

• coercive: ability to punish

personal power

• expert: high degree of knowledge and skill

• referent: others desire to identify and associate with you

power contingency factors

• substitutability: the degree to which people have alternative access to same resources

• discretion: degree to which manager’s choices are their own

• centrality: degree of job importance and others’ dependence

• visibility: others’ awareness of power

influence

use of behavior to cause attitude and behavior changes in others

most effective tactics

• rational persuasion

• inspirational appeal

• consultation (target participates in decision)

• collaboration (leader participates in task completion)

moderately effective tactics

• ingratiation

• personal appeals (friendship)

• apprising (individual benefits)

least effective tactics

• pressure

• coalition

• exchange

influence responses

• internalization: commitment

• compliance: ambivalent willingness

• resistance: refusal or avoidance

organization politics

actions by individuals to further self interests

political skill

effectively understanding how others work and use knowledge to influence

• networking ability

• social astuteness

• interpersonal influence

• apparent sincerity

causes of politics

• personal: need for power, Machiavellianism

• organizational: lack of participation in decision-making

  • limited and changing resources

  • role ambiguity

  • high performance pressure

  • unclear performance evaluations

consequences of politics

• decreased job satisfaction

• decreased commitment

• decreased task performance

• increased strain

conflict

two or more individuals see goals in opposition

competing

(high assertiveness, low cooperation) one party gets goals met without concern for others

avoiding

(low assertiveness, low cooperation) attempting to remain neutral

accommodating

(low assertiveness, high cooperation) one party gives into the other unselfishly

collaboration

(high assertiveness, high cooperation) parties work together to maximize outcomes

compromise

(mid assertiveness, mid cooperation) resolved through give and take

negotiation

two or more independent individuals attempt to agree on preferences

distributive bargining

zero-sum game

integrative bargining

attempt to find favorable outcome for all parties

stages of negotiation

1. preparation (set bottom line)

2. exchanging information

3. bargining

4. closing and commitment

mediation

a third party facilitates the dispute resolution process, although this third party has no formal authority to dictate a solution

arbitration

third-party dictates binding solution