Leadership: Power & Negotiation

Leadership

Use of power and influence to direct activities and behaviors of others to achieve goals

Power

Ability to influence behaviors of others and resist unwanted influence in return

Legitimate Power

Derived from the position in the company

Reward Power

Derived from the ability to control positive outcomes

Coercive Power

Derived from the control of negative outcomes

Referent Power

Derived from personal characteristics like charisma

Expert Power

Derived from knowledge and skill in a field

Substitutability Contingency

Degree to which others have similar power and resources

Centrality Contingency

Degree to which others rely on the leader

Discretion Contingency

Degree to which the leader has freedom to make decisions apart from organizational rules

Visibility Contingency

Degree to which the exercise of power is seen by others

Rational Persuasion

Using facts and logic to influence others (Most Effective)

Consultation

Target is allowed to give input into how to complete the task (Most Effective)

Inspirational Appeals

Using emotions to influence others (Most Effective)

Collaboration

Making it easier for the target to complete the task

Ingratiation

Using compliments and praise to influence others (Moderately Effective)

Personal Appeals

Relying on close relationships to influence others (Moderately Positive)

Apprising

Explaining the connection between the task completion and benefits for the target (Moderately Effective)

Pressure

Threatening others to gain influence (Least Effective)

Coalitions

Forming a group to pressure others to gain influence

Exchange

Giving the target a reward to gain influence (Least Effective)

Internalization

Target agrees with and becomes committed to request

Compliance

Target is indifferent about request

Resistance

Target is unwilling to complete the task

Organization Politics

Actions taken by people acting in their self-interest

Networking

Building connections with others

Social Astuteness

Being able to “read the room”

Interpersonal Influence

Being flexible with regard to your behaviors

Apparent Sincerity

Perception of your honesty and integrity

Conflict

Two or more people who perceive their goals to be in opposition

Assertiveness

Caring more about your goals

Cooperative

Caring more about the other person’s goals

Competing

Win-Lose style —> High assertiveness Low Cooperation

Avoiding

Lose-Lose style —> Low assertiveness Low Cooperation

Accommodating

Lose-win style —> Low assertiveness High Cooperation

Collaborating

Win-Win style —> High assertiveness High Cooperation

Negotiation

Two or more people coming to an agreement

Distributive Bargaining

Win-lose style —> Fixed Pie

Integrative Bargaining

Win-Win style —> Mutual investment and problem solving

Preparation Stage

Two parties prepare their positions and predictions

Exchanging Information Stage

Two parties present their position

Bargaining Stage

Two parties make concessions

Closing & Commitment Stage

Agreement is finalized

Alternative Dispute Resolution

Using a third-party to resolve conflicts

Mediation

Third-party works with both parties to come to an agreement

Traditional Arbitration

Third party weighs both positions and makes a binding ruling that benefits both parties

Final Arbitration

Third party weighs both positions and makes a binding ruling in favor of one position