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70 Cards in this Set
- Front
- Back
Leadership |
the use of power and influence to direct the activities of followers toward goal achievement |
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Power |
the ability to influence the behavior of others and resist unwanted influence in return * sometimes most powerful employees don’t realize how influential they are * resisting could be voicing dissenting opinions or avoiding being a pushover |
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3 Types of Org Power |
1. legitimate
2. reward 3. coercive |
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Legitimate Power |
derives from a position of authority inside the organization and is sometimes referred to as “formal authority” * have a title* have the understood right to ask others to do things within their authority * guidelines: insisting on compliance if appropriate and avoid rash, careless, or inconsistent statements |
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Reward Power |
exists when someone has control over the resources or rewards another person wants (job assignments, raises, etc.) * avoid promising more than you can deliver |
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Coercive power |
exists when a person has control over punishments in an organization * regarded as poor form of power to use regularly; results in negative feelings * guidelines: respond to infractions promptly and without favoritism, provide ample warnings, and ensure people understand the serious consequences of violations |
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Personal Power |
* captures the “something else” that provides additional capabilities to influence others
* more influence on organizational commitment and job performance than organizational power |
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2 Types of Personal Power |
1. expert power
2. referent power |
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Expert Power |
derives from a person’s expertise, skill, or knowledge on which other people depend * a track record of success and high performance leads to more likely influencing others who need that expertise * “providing evidence that a proposal will be successful" |
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Referent Power |
when others have a desire to identify and be associated with a person * political leaders, celebrities, athletes also have referent power * “using sincere forms of ingratiation" |
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4 Contingency Factors & what that means |
These have the ability to increase of decrease the degree to which leaders can use their power to influence others * substitutability * discretion * centrality * visibility |
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Substitutability |
the degree to which people have alternatives in accessing resources
leaders that control scarce resources can use their power to gain greater influence |
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Discretion |
the degree to which managers have the right to make decisions on their own
if managers are forced to follow organizational policies, their ability to influence others is reduced |
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Centrality |
represents how critical a person’s job is and how many people depend on that person to accomplish their tasks
leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others |
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Visibility |
how aware others are of a leader’s power and position
if everyone knows a leader has a certain level of power, the ability to use that power to influence others is likely to be high |
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Influence & 2 types |
the use of an actual behavior that causes behavioral or attitudinal changes in others 1. directional influence 2. relative influence |
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Directional Influence |
most frequently downward (manager influencing employee), also lateral (peer to peer) or upward (employee to manager) |
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Relative Influence |
absolute power of the “influencer” and “influencee” isn’t as important as the disparity between them |
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4 Most Effective Influence Tactics |
* Rational persuasion
* inspirational appeal * consultation * collaboration |
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Rational persuasion |
the use of logical arguments and hard facts to show the target that the request is worthwhile
most effective when it helps show the proposal is important/feasible
only tactic that is consistently successful in the case of upward influence |
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Inspirational Appeal |
designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction
must have insight into what is important to the target to be successful |
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consultation |
when the target is allowed to participate in deciding how to carry out or implement a request
increases commitment from target who now has a stakes in seeing that his/her opinions are valued |
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collaboration |
attempting to make it easier for the target to complete the request
helping complete task, providing resources, removing obstacles |
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ingratiation |
the use of favors, compliments, or friendly behavior to make the target feel better about the influencer
"sucking up" when in the upward influence sense
more effective as a long-term strategy |
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personal appeals |
when the requestor asks for something based on personal friendship or loyalty
the stronger the friendships, the more likely to be successful |
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4 Moderately Effective Influence Tactics |
1. ingratiation 2. personal appeals 3. exchange tactic 4. apprising |
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exchange tactic |
when the requestor offers a reward or resource to the target in return for performing a request
requires that the requestor have something of value to offer |
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apprising |
when the requestor clearly explains why performing the request will benefit the target personally
differs from rational persuasions in that it focuses solely on the benefit to the target rather than logic or group benefit |
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2 Least Effective Influence Tactics |
1. pressure 2. coalitions |
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Pressure |
the use of coercive power through threats and demands |
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coalitions |
occur when the influencer enlists other people to help influence the target
could be peers, subordinates, superiors
often used in conjunction with another tactic |
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Influence tactics tend to be successful when used..... |
in combination with other influence tactics |
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The influence tactics that tend to be most successful are those that are "_____" in nature |
softer in nature |
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3 Responses to Influence Tactics |
1. internalization 2. compliance 3. resistance |
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Internalization |
when the target of influence agrees with and becomes committed to the influence request
best outcome |
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compliance |
when targets of influence are willing to do what the leader asks, but do it with a degree of ambivalence (mixed feelings or emotions)
a shift in behavior but not attitudes
most common response |
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resistance |
when the target refuses to perform the influence request and puts forth an effort to avoid having to do it
most likely when influencer's power is low relative to the target or the request is inappropriate or unreasonable |
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Organizational politics |
can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests |
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Political skill |
the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives |
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4 types of political skills |
1. networking ability 2. social astuteness 3. interpersonal influence 4. apparent sincerity |
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networking ability |
an adeptness at identifying and developing diverse contacts |
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social astuteness |
tendency to observe others and accurately interpret their behavior |
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interpersonal influence |
having an unassuming and convincing personal style that's flexible enough to adapt to different situations |
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apparent sincerity |
appearing to others to have high levels of honesty and genuineness |
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Personal characteristics that foster extremely political work environments |
- need for power - high self-monitors - machiavellianism |
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organizational characteristics that foster extremely political work environments |
- limited / changing resources - ambiguity in roles - high performance pressure - unclear performance evaluations |
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5 styles of conflict resolution |
- competing - avoiding - accommodating - collaboration - compromise |
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Competing |
high assertiveness / low cooperation
when one party attempts to get its own goals met without concern for the other party's result
Win-Lose
when one party has high org power and can use legitimate or coercive power to settle the conflict |
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Avoiding |
low assertiveness / low cooperation
when one party wants to remain neutral, avoid conflict, or postpone conflict to gather info / let things cool down
Lose-Lose |
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Accommodating |
low assertiveness / high cooperation
when one party gives in to the other and acts in a completely unselfish way
Lose-Win |
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Collaboration |
high assertiveness / high cooperation
when both parties work together to maximize outcomes
Win-Win
most effective, most difficult to achieve |
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Compromise |
moderate assertiveness & cooperation
when conflict is resolved through give-and-take concessions
most common |
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negotiation |
process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences |
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2 negotiation strategies |
1. distributive bargaining 2. integrative bargaining |
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Distributive bargaining |
involved WIN-LOSE negotiating over a "fixed pie" of resources |
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Integrative bargaining |
aimed at accomplishing a win-win scenario |
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4 negotiation stages |
1. preparation 2. exchanging info 3. bargaining 4. closing and commitment |
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preparation (stage) |
1st stage of negotiation strategy
arguably most important stage
each party determines what its goals are and whether the other party has anything to offer
should determine BATNA - best alternative to negotiated agreement (your bottom line) |
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Exchanging info (stage) |
2nd stage of negotiation strategy
each party makes a case for its position and attempts to put all favorable info on the table
contains active listening and lots of questions |
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Bargaining (stage) |
3rd stage of negotiation strategy
success depends on how well previous stages have succeeded
must make compromises |
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Closing and commitment (stage) |
4th (last) stage in negotiation strategy
formalizing an agreement (or no agreement) |
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Power and influence has a ______ correlation on job performance |
moderate positive |
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Power and influence has a ______ correlation on organizational commitment |
moderate positive |
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2 types of alternative dispute resolution |
- mediation - arbitration |
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Alternate dispute resolution |
a process by which two parties resolve conflicts through the use of a specially trained, neutral third party
two most common forms are mediation and arbitration |
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mediation |
requires a third party to facilitate the dispute resolution process, though this part has no formal authority to dictate a solution
mediator plays role of a neutral, objective party who listens to each argument and attempts to help come to an agreement |
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arbitration |
a third party determines a binding settlement to a dispute
much riskier
arbitrator's job is to arrive at the most equitable solution in their opinion - not make everyone happy |
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2 types of arbitration |
1. conventional arbitration 2. final-offer arbitration |
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conventional arbitration |
can create a solution of their choosing, mixing and matching available alternatives |
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final-offer arbitration |
each party presents its most fair offer and an arbitrator chooses the offer identified as most reasonable |