Leadership and Negotiation Notes

Leadership: Negotiating Power

What is Leadership?

  • Leadership is the ability to influence/guide a group towards a set of goals.
    • Example: A naturally charismatic and confident person may emerge as a group leader during a class project, even without formal authority.

Trait Theories of Leadership:

  1. Extraversion
  2. Conscientiousness
  3. Emotional Intelligence

Behavioral Theories

  • Leadership can be learned through observable behaviors.
  1. Initiating Structure
    • Focus on Task Completion
    • Example: Assigning Roles
  2. Consideration
    • Focus on Relationships and Trust
    • Example: Checking in on Team Wellbeing
    • Example: A manager who checks in on employees’ emotional state while also setting clear goals.

Contingency Theories

  • Effective leadership depends on the situation.
  1. Fiedler Model
    • Match leadership style with the situation favorability.
    • Task-oriented leaders do better in very favorable or very unfavorable situations.
  2. Path-Goal Theory
    • Leaders help followers achieve goals by clarifying paths and removing obstacles.
    • Example: A leader gives hands-on support to a confused team member but steps back when the team is confident.

Transformational vs. Transactional Leadership

  1. Transactional
    • Focuses on structure, tasks, and rewards.
  2. Transformational
    • Inspires followers to exceed expectations, driving innovations and change.
    • Example: Steve Jobs was a transformational leader who inspired innovations and creativity, while a factory supervisor using quotas is transactional.

What is Power?

  • Power is the capacity to influence others and control resources in an organizational setting.

Key Characteristics:

  1. Relational
    • Power exists through interactions between people, not just in isolation.
    • Example: A manager only has power if employees acknowledge and respond to it.
  2. Situational
    • Power can change depending on the context or environment.
    • Example: A team leader may have more influence during a project they’re experienced in, but less in areas outside their expertise.
  3. Neutral in Morality
    • Power is neither inherently good nor bad–it depends on how it’s used.
    • Example: Using power to mentor vs. using power to intimidate.

Leader Influence: A Research Review of French & Raven’s Power Dynamics

Types of Power (Based on French & Raven’s Bases):

  • Legitimate Power

    • Comes from a formal role or position (CEO, Manager, Supervisor).
    • Increases Employee Effort

  • Reward Power

    • Ability to provide benefits or rewards (Giving Bonuses, Raises, Recognition).
    • Relies on Structural Hierarchy

  • Coercive Power

    • Ability to punish or enforce consequences (Firing, Demoting, Assigning Tough Tasks).
    • Encourages desired behaviors and builds morale.

  • Expert Power

    • Stems from specialized knowledge or skills (IT Specialist, Data Analyst, Engineer).
    • Increases Employee Effort

  • Referent Power

    • Based on charisma, respect, or admiration (Inspirational Leaders)
    • Associated with Negative Emotions and Poor Performance

  • Informal Power does not require formal authority.

  • Formal Power is derived from an official position in a hierarchy.

Influence Tactics:

  1. Rational Persuasion
    • Using logic, facts, and data to convince someone.
    • Example: Sales increased by 20% after implementing this strategy.
  2. Inspirational Appeals
    • Connecting with values, ideals, or emotions.
    • Example: This Project will make a real impact on the community.
  3. Consultation
    • Involving others in the decision-making process.
    • Example: Asking team members for input on timelines.
  4. Ingratiation
    • Using compliments or friendliness to win favor.
    • Example: You always bring great insights–I’d love your thoughts.
  5. Personal Appeals
    • Relying on loyalty or friendship.
    • Example: As a friend, can you help me with this favor?
  6. Exchange
    • Offering something in return.
    • If you help me with this task, I’ll be happy to assist you with yours.
  7. Coalition Tactics
    • Getting support from others to sway someone’s opinion.
    • Example: The whole team agrees this approach works best.
  8. Pressure
    • Using demands, threats, or persistent reminders.
    • Example: You must submit this today or face consequences.
  9. Legitimacy
    • Citing authority or rules.
    • Example: Company policy requires this form by Friday.

Organizational Politics

  • Organizational Politics involves behaviors used to gain and wield power within a workplace.

Political Behavior Includes:

  1. Self-Promotion
  2. Building Alliances
  3. Controlling Information
  4. Lobbying for Personal Gain
  • Effective leaders must balance navigating political environments while keeping integrity and fairness.

What is Political Skill?

  • Political Skill is the ability to understand and influence others to achieve personal or organizational goals.

Traits of Politically Skilled Leaders:

  1. Social Astuteness
    • Accurately reading social cues and understanding motives.
    • Example: Sensing when a coworker is frustrated despite their silence.
  2. Interpersonal Influence
    • Adjusting tactics to fit the situation or individual.
    • Example: Persuading a data-driven person with statistics and another emotional appeal.
  3. Networking Ability
    • Maintaining useful social connections.
    • Example: Staying connected with colleagues across departments.
  4. Apparent Sincerity
    • Seeming authentic and trustworthy.
    • Example: A leader who genuinely listens and follows through on promises.

Ethics in Power and Politics

Ethical Power Use:

  1. Being Transparent
  2. Promoting Fairness
  3. Modeling Ethical Behavior

Unethical Power Use:

  1. Maniupulation
  2. Coercion
  3. Deception

Negotiation and Effective Steps in Negotiation

  • Negotiation is the process of reaching an agreement between two or more parties who have differing needs, goals, or perspectives.

Types of Negotiation:

  1. Distributive Bargaining (Win-Lose)
    • Example: You negotiate the price of a used car. The more the buyer saves, the less the seller earns.
  2. Integrative Bargaining (Win-Win)
    • Example: Two coworkers negotiate roles on a joint project by aligning strengths and preferences. They divide the work accordingly based on what they prefer, benefiting both parties.