Organizational Power, Influence Tactics, and Leadership Theories

What is power?

The discretion and the means to enforce your will over others.

Why is power important?

It impacts job performance, job satisfaction, and turnover depending on how it is used.

Legitimate power

Compliance through formal authority.

Reward power

Compliance through promised or actual rewards.

Coercive power

Compliance through threatened or actual punishment.

Expert power

Compliance through valued knowledge or information.

Referent power

Compliance based on personal characteristics, likability, or reputation.

Which power bases generally have positive effects?

Expert and referent power.

Which power base generally has a negative effect?

Coercive power.

Resistance

A response to power ranging from passive-aggressive behavior to sabotage.

Compliance

Doing only what is expected with no extra effort.

Commitment

Believing in the cause and going above and beyond.

Structural empowerment

Transferring authority and responsibilities from management to employees.

Psychological empowerment

Employees feeling meaning, competence, self-determination, and impact.

Meaning (psychological empowerment)

Work aligns with personal values and goals.

Competence (psychological empowerment)

Belief that you can do your job well.

Self-determination (psychological empowerment)

Having control over work and outcomes.

Impact (psychological empowerment)

Belief that efforts make a difference.

Rational persuasion

Using reason, logic, or facts.

Inspirational appeals

Building enthusiasm.

Consultation

Asking for insights.

Ingratiation

Brownnosing.

Personal appeals

Using friendship or loyalty.

Exchange

Trading favors.

Coalition tactics

Getting others to help convince a third party.

Pressure

Demanding compliance.

Legitimating

Using position power.

Hard influence tactics

Exchange, coalition tactics, pressure, legitimating.

Soft influence tactics

Rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals.

Liking (Cialdini)

People tend to like those who like them.

Reciprocity (Cialdini)

Good and bad deeds should be repaid in kind.

Social proof (Cialdini)

People follow the lead of those most like themselves.

Consistency (Cialdini)

People do what they are personally committed to do.

Authority (Cialdini)

People defer to credible experts.

Scarcity (Cialdini)

People want things with limited availability.

Unity (Cialdini)

Shared identity increases influence.

Organizational politics

Political behavior focused on self-interest that may or may not benefit the organization.

What triggers political behavior?

Uncertainty.

Examples of political tactics

Networking, self-promotion, ingratiation, blaming others, using information politically.

Coalition level political action

An informal, temporary group bound by a single issue.

Network level political action

Broader, longer-term associations seeking social support.

Impression management

Attempting to control images related to a person, organization, or idea.

Four parts of an effective apology

Acknowledgment, responsibility, regret, promise not to repeat.

Leadership definition

The process whereby an individual influences a group to achieve a common goal.

Difference between managers and leaders

Managers organize and control; leaders inspire and create vision.

Trait theory of leadership

Leadership can be developed through experience and learning.

The Dark Triad

Narcissism, Machiavellianism, psychopathy.

Narcissism

Self-centeredness and superiority complex.

Machiavellianism

Manipulative and cynical behavior.

Psychopathy

Lack of concern for others and no remorse.

Emotional intelligence (EI)

The ability to monitor and use emotions effectively.

Male leadership tendencies

More task-oriented and autocratic.

Female leadership tendencies

More relationship-oriented and participative.

Four basic leadership skills

Cognitive, interpersonal, business, and strategic skills.

Implicit leadership theory

People have beliefs about how leaders should behave.

Five behaviors reflecting honesty and integrity

Model the way, inspire a vision, challenge the process, enable others to act, encourage the heart.

Task-oriented leadership

Focuses on structure, goals, and productivity.

Relationship-oriented leadership

Focuses on trust, respect, and employee needs.

Passive leadership

Avoidant or laissez-faire leadership style.

Transformational leadership

Motivates followers to pursue organizational goals over self-interest.

Empowering leadership

Increasing employee psychological empowerment.

Servant leadership characteristics

Listening, empathy, healing, awareness, persuasion, stewardship, and community building.

Ethical leadership

Being a moral role model.

Abusive supervision

Sustained hostile verbal or nonverbal behavior toward employees.

Fiedler's contingency model

Leadership effectiveness depends on fit between style and situation.

High LPC leader

Relationship-motivated leader.

Low LPC leader

Task-motivated leader.

Path-goal theory

Leaders reduce obstacles and link rewards to goals.

Five steps for applying contingency theories

Identify outcomes, leadership behaviors, situational conditions, match leadership, make the match.

Inspirational motivation

Creating an attractive vision of the future.

Idealized influence

Instilling pride, trust, and respect.

Individualized consideration

Coaching, support, and encouragement.

Intellectual stimulation

Encouraging creativity and questioning the status quo.

Leader-member exchange (LMX) theory

Leaders develop unique relationships with each subordinate.

In-group (LMX)

High trust and reciprocal influence relationship.

Out-group (LMX)

Formal, performance-based relationship.

Humility in leadership

Having an accurate view of yourself and sharing credit.

Three emotional responses followers seek

Significance, community, excitement.

Organizational culture definition

Shared assumptions that determine how people perceive and react to environments.

Five drivers of organizational culture

Founder values, industry environment, national culture, vision/strategy, leader behavior.

Observable artifacts

Visible aspects of culture like dress code and rituals.

Espoused values

Stated values of the organization.

Enacted values

Values actually demonstrated through behavior.

Basic underlying assumptions

Deep-seated beliefs that form culture's core.

Four functions of organizational culture

Identity, commitment, stability, sense-making.

Clan culture

Internal focus and flexibility emphasizing collaboration.

Adhocracy culture

External focus and flexibility emphasizing innovation.

Market culture

External focus and control emphasizing competition and profits.

Hierarchy culture

Internal focus and control emphasizing efficiency and stability.

Subcultures

Smaller cultures that form within organizations.

Four truths about culture change

Leaders shape culture, change starts at one level, culture aligns with strategy, use structure.

Anticipatory socialization

Expectations formed before joining an organization.

Encounter phase

Begins when employment starts and onboarding occurs.

Change and acquisition phase

Mastering tasks and adjusting to norms.

Onboarding

Programs helping employees integrate into the organization.

Mentoring initiation phase

Begins during encounter phase and lasts 6-12 months.

Mentoring cultivation phase

Protégé receives career and psychosocial guidance.

Mentoring separation phase

Protégé becomes more autonomous.

Mentoring redefinition phase

Mentor and protégé interact as peers.

Career mentoring functions

Sponsorship, visibility, coaching, protection, challenging assignments.