Ch 13

Front 1

Leadership

Back 1

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

Front 2

Power

Back 2

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

Front 3

3 Types of Org Power

Back 3

1. legitimate
2. reward
3. coercive

Front 4

Legitimate Power

Back 4

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

Front 5

Reward Power

Back 5

exists when someone has control over the resources or rewards another person wants (job assignments, raises, etc.)

* avoid promising more than you can deliver

Front 6

Coercive power

Back 6

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

Front 7

Personal Power

Back 7

* captures the “something else” that provides additional capabilities to influence others
* more influence on organizational commitment and job performance than organizational power

Front 8

2 Types of Personal Power

Back 8

1. expert power
2. referent power

Front 9

Expert Power

Back 9

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"

Front 10

Referent Power

Back 10

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"

Front 11

4 Contingency Factors & what that means

Back 11

These have the ability to increase of decrease the degree to which leaders can use their power to influence others

* substitutability
* discretion
* centrality
* visibility

Front 12

Substitutability

Back 12

the degree to which people have alternatives in accessing resources

leaders that control scarce resources can use their power to gain greater influence

Front 13

Discretion

Back 13

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

Front 14

Centrality

Back 14

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

Front 15

Visibility

Back 15

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

Front 16

Influence & 2 types

Back 16

the use of an actual behavior that causes behavioral or attitudinal changes in others

1. directional influence
2. relative influence

Front 17

Directional Influence

Back 17

most frequently downward (manager influencing employee), also lateral (peer to peer) or upward (employee to manager)

Front 18

Relative Influence

Back 18

absolute power of the “influencer” and “influencee” isn’t as important as the disparity between them

Front 19

4 Most Effective Influence Tactics

Back 19

* Rational persuasion
* inspirational appeal
* consultation
* collaboration

Front 20

Rational persuasion

Back 20

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

Front 21

Inspirational Appeal

Back 21

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

Front 22

consultation

Back 22

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

Front 23

collaboration

Back 23

attempting to make it easier for the target to complete the request

helping complete task, providing resources, removing obstacles

Front 24

ingratiation

Back 24

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

Front 25

personal appeals

Back 25

when the requestor asks for something based on personal friendship or loyalty

the stronger the friendships, the more likely to be successful

Front 26

4 Moderately Effective Influence Tactics

Back 26

1. ingratiation

2. personal appeals

3. exchange tactic

4. apprising

Front 27

exchange tactic

Back 27

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

Front 28

apprising

Back 28

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

Front 29

2 Least Effective Influence Tactics

Back 29

1. pressure

2. coalitions

Front 30

Pressure

Back 30

the use of coercive power through threats and demands

Front 31

coalitions

Back 31

occur when the influencer enlists other people to help influence the target

could be peers, subordinates, superiors

often used in conjunction with another tactic

Front 32

Influence tactics tend to be successful when used.....

Back 32

in combination with other influence tactics

Front 33

The influence tactics that tend to be most successful are those that are "_____" in nature

Back 33

softer in nature

Front 34

3 Responses to Influence Tactics

Back 34

1. internalization

2. compliance

3. resistance

Front 35

Internalization

Back 35

when the target of influence agrees with and becomes committed to the influence request

best outcome

Front 36

compliance

Back 36

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

Front 37

resistance

Back 37

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

Front 38

Organizational politics

Back 38

can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests

Front 39

Political skill

Back 39

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

Front 40

4 types of political skills

Back 40

1. networking ability

2. social astuteness

3. interpersonal influence

4. apparent sincerity

Front 41

networking ability

Back 41

an adeptness at identifying and developing diverse contacts

Front 42

social astuteness

Back 42

tendency to observe others and accurately interpret their behavior

Front 43

interpersonal influence

Back 43

having an unassuming and convincing personal style that's flexible enough to adapt to different situations

Front 44

apparent sincerity

Back 44

appearing to others to have high levels of honesty and genuineness

Front 45

Personal characteristics that foster extremely political work environments

Back 45

- need for power

- high self-monitors

- machiavellianism

Front 46

organizational characteristics that foster extremely political work environments

Back 46

- limited / changing resources

- ambiguity in roles

- high performance pressure

- unclear performance evaluations

Front 47

5 styles of conflict resolution

Back 47

- competing

- avoiding

- accommodating

- collaboration

- compromise

Front 48

Competing

Back 48

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

Front 49

Avoiding

Back 49

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

Front 50

Accommodating

Back 50

low assertiveness / high cooperation

when one party gives in to the other and acts in a completely unselfish way

Lose-Win

Front 51

Collaboration

Back 51

high assertiveness / high cooperation

when both parties work together to maximize outcomes

Win-Win

most effective, most difficult to achieve

Front 52

Compromise

Back 52

moderate assertiveness & cooperation

when conflict is resolved through give-and-take concessions

most common

Front 53

negotiation

Back 53

process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

Front 54

2 negotiation strategies

Back 54

1. distributive bargaining

2. integrative bargaining

Front 55

Distributive bargaining

Back 55

involved WIN-LOSE negotiating over a "fixed pie" of resources

Front 56

Integrative bargaining

Back 56

aimed at accomplishing a win-win scenario

Front 57

4 negotiation stages

Back 57

1. preparation

2. exchanging info

3. bargaining

4. closing and commitment

Front 58

preparation (stage)

Back 58

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)

Front 59

Exchanging info (stage)

Back 59

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

Front 60

Bargaining (stage)

Back 60

3rd stage of negotiation strategy

success depends on how well previous stages have succeeded

must make compromises

Front 61

Closing and commitment (stage)

Back 61

4th (last) stage in negotiation strategy

formalizing an agreement (or no agreement)

Front 62

Power and influence has a ______ correlation on job performance

Back 62

moderate positive

Front 63

Power and influence has a ______ correlation on organizational commitment

Back 63

moderate positive

Front 64

2 types of alternative dispute resolution

Back 64

- mediation

- arbitration

Front 65

Alternate dispute resolution

Back 65

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

Front 66

mediation

Back 66

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

Front 67

arbitration

Back 67

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

Front 68

2 types of arbitration

Back 68

1. conventional arbitration

2. final-offer arbitration

Front 69

conventional arbitration

Back 69

can create a solution of their choosing, mixing and matching available alternatives

Front 70

final-offer arbitration

Back 70

each party presents its most fair offer and an arbitrator chooses the offer identified as most reasonable