CHAPTER 13 - LEADERSHIP: POWER & NEGOTIATION

organizational politics

actions by individuals that are directed toward furthering their own self-interests; note: this doesn't imply that furthering self-interests is necessarily in opposition to company's interests

networking ability

adeptness at identifying & developing diverse contacts

integrative bargaining

aimed at accomplishing win-win scenario; use of problem solving & mutual respect to achieve outcome that's satisfying for both parties; allows for long-term relationships; produces higher level of outcome favorability

apparent sincerity

appearing to others to have high levels of honesty & genuineness

final-offer arbitration

arbitration where each party presents its most fair offer & arbitrator chooses the offer identified as most reasonable

BANTA

at __________, a negotiator is actually better off not negotiating at all

collaboration

attempt to make it easier for target to complete request; involves leader helping complete task, providing required resources, or removing obstacles

BANTA

best alternative to negotiated agreement; describes each negotiator's bottom line

pressure or coalition

competing generally involves hard forms of influence, i.e. _________ & _________

discretion

degree to which managers have right to make their own decisions

sustainability

degree to which people have alternatives in accessing resources

expert power

derives from a person's expertise, skill ,or knowledge on which others depend

zero-sum condition

distributive bargaining is also known as....

preparation

each party determines what its goals are for negotiation & whether or not other party has anything to offer; each party determines best alternative to negotiated agreement

when mediator cannot help the two parties come to an agreement

when does alternative dispute resolution continue to arbitration from mediation?

coalitions

when influencer enlists other people to help influence target; generally used in combination w/ other tactics

conventional arbitrations

when arbitrators can create a solution of their choosing, mixing & matching available alternatives

true

T/F: competing occurs most often when one party has high levels of ORGANIZATIONAL power & can use LEGITIMATE or COERCIVE power to settle conflict

true

T/F: leaders that are most effective at influencing others will rely on "softer" tactics, make appropriate requests, & ensure tactics they use match types of power they have

true

T/F: the more other employees depend on a person, the more powerful that person becomes

true

T/F:: arbitrator's role isn't to make everyone happy but rather to arrive at most EQUITABLE solution in his or her opinion

negative

_________ emotions can lead to a more distributive bargaining approach & lower judgment accuracy

high

_________ levels of org politics have been shown to be detrimental to company performance as a whole

positive

____________ emotions can cause negotiators to be overconfident & make decisions too quickly

political skill

ability to effectively understand others at work & use that knowledge to influence others in ways that enhance personal &/or org objectives

power

ability to influence behavior of others & resist unwanted influence in return NOTE: just b/c person has ability to influence others does not mean they will actually choose to do so; & power can be seen as the ability to resist influence attempts of others

exchanging information

each party makes a case for its position & attempts to put all favorable information on the table; each party informs other party how it has arrived at conclusions it has & which issues it believes are important

coercive power; fear

exists when a person has control over punishments in an org; operates mainly on principle of ________; exists when one person believes that another has the ability to punish him or her & is willing to use that power

referent power

exists when others have a desire to identify & be associated with a person; generally derived from affection, admiration, or loyalty toward a specific individual i.e. OTHERS WANT TO EMULATE THEM due to good reputation, attractive personal qualities, charisma

reward power

exists when someone has control over resources or rewards another person wants

contingency factors

factors that have an effect on the strength of a person's ability to use power to influence others

bargaining

goal at this stage is for each party to walk away feeling like it has gained something of value; both parties likely must make concessions & give up something to gain something in return

interpersonal influence

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

ability

having power increases our _______ to influence behavior

collaboration

high assertiveness, high cooperation; when both parties work together to maximize outcomes; requires full sharing of information by both parties & relatively equal power between parties; win-win

competing

high assertiveness, low cooperation; when one party attempts to get his/her own goals met w/o concern for other party's results; best used where leaders knows he/she is right & quick decision is needed; win-lose

visibility

how aware others are of a leader's power & position

when people generally have a high performance, ability to solve problems, or specific knowledge that's necessary to accomplish tasks, they're more likely to be able to influence other people who need that expertise

how can one influence others using expert power?

centrality

how important a person's job is & how many people depend on that person to accomplish their tasks

directional; downward; lateral; upward

influence can be seen as _______; it most frequently occurs ________ (managers influencing employees) but can also be ________ ( peers influencing peers) or ________ (employees influencing managers)

combination

influence tactics are most successful when used in ____________

long-term

ingratiation has been shown to be more effective when used as _______-_______ strategy & not nearly has effective when used immediately prior to making influence attempt

behaviors & attitudes

internalization reflects shift in both _______ & ________ of employees

limits

legitimate power has its ______; it doesn't give a person the right to ask employees to do something outside the scope of their jobs/roles within the org

accommodating

low assertiveness, high cooperation; when one party gives in to other & acts in a completely unselfish way; usually used by leaders when issue is not important to them but is very important to other party; lose-win

avoiding

low assertiveness, low cooperation; when one party wants to remain neutral, stay away from conflict, or postpose conflict to gather info/let things cool down; usually results in UNFAVORABLE RESULTS for *everyone*; lose-lose

compromise

moderate assertiveness, moderate cooperation; when conflict is resolved through give-and-take concessions

uncertainty

organizational factors that are most likely to increase politics are those that raise level of _________ in the environment b/c it causes people to act in ways to help reduce that level

personal; organizational

organizational politics are driven by both ____________ characteristics & __________ characteristics

legitimate power

organizational power that derives from a position of authority inside organization, i.e. "formal authority"; people w/ this power have TITLE

resistance

pressure & coalitions can result in _________ from target

alternative dispute resolution

process by which two parties resolve conflicts through use of specially trained, neutral third party

negotiation

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

closing & commitment

process of formalizing an agreement reached during bargaining stage; there are no more issues/misconceptions to be resolved

mediation

requires third party to facilitate dispute resolution process; third party has no formal authority to dictate a solution; he or she plays role of neutral, objective party who LISTENS to arguments of each party & attempts both parties reach an agreement

inspirational appeal

tactic designed to appeal to target's values & ideals, thereby creating an emotional or attitudinal reaction; leaders must have insight into what kinds of things are important to the target

social astuteness

tendency to observe others & accurately interpret their behavior

higher up

the __________ ___ in an org a person is, the more legitimate power they generally have

emotional intelligence

those w/ higher levels of ______ ________ are more likely to adopt constructive forms of conflict mgmt.

scope

those w/ legitimate power have the understood right to ask others to do things that are within the _______ of their authority

influence

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

pressure

use of coercive power through threats & demands; may only bring benefits in short term

ingratiation

use of favors, compliments, or friendly behavior to make target feel better about influencer; i.e. sucking up

rational persuasion; upward

use of logical arguments & hard facts to show the target that the request is a worthwhile one; only tactic is consistently successful in case of _______ influence

leadership

use of power & influence to direct activities of followers toward goal achievement - direction can affect followers' interpretation of events, relationships w/ others, & access to cooperation & support from other work units

lack of participation in decision making, limited/changing resources, ambiguity in roles, high performance pressure, unclear performance evaluations

what are organizational characteristics leading to organizational politics?

need for power & machiavellianism

what are personal characteristics leading to organizational politics?

sustainability, discretion, centrality, & visibility

what are the four contingency factors?

networking ability, social astuteness, interpersonal influence, apparent sincerity

what are the four dimensions of political skills?

1. preparation 2. exchanging information 3. bargaining 4. closing & commitment

what are the four negotiation stages?

pressure & coalitions

what are the least effective influence tactics?

rational persuasion, consultation, inspirational appeals, & collaboration

what are the most effective influence tactics?

legitimate power, reward power, & coercive power

what are the three types of organizational power?

how ASSERTIVE leaders want to be in pursuing their own goals & how COOPERATIVE they are w/ regard to concerns of others

what are the two factors determining the five styles of handling conflict?

mediation & arbitration

what are the two most common forms of alternative dispute resolution?

distributive bargaining & integrative bargaining

what are the two types of negotiation strategies?

expert power & referent power

what are the two types of personal power?

mediation

what is the first step in alternative dispute resolution?

to have two parties come to a voluntary agreement

what is the goal of any dispute resolution?

compromise

what is the most common form of conflict resolution

compliance

what is the most common response to influence attempts in orgs

collaboration

what is the most effective form of conflict resolution?

rational persuasion

what is the most effective influence tactic?

preparation

what is the most important state of the negotiating process?

more

when negotiators perceive themselves as having ____ power than the other party they are more likely to demand more, concede less, & behave more aggressively during negotiations

personal appeals

when requestor asks for something based on personal friendship/loyalty; the stronger the relationship, the more successful attempt is

apprising

when requestor clearly explains why performing request will benefit target personally; focuses solely on benefit to target as opposed to simple logic/benefits to org; not necessarily something requestor gives to target but something that results from action

exchange tactic

when requestor offers a reward or resource to target in return for performing a request; requires requestor to have something of value to offer

consultation; commitment

when target can participate in deciding how to carry out or implement a request; increases ____________ from target, who can now see his/her opinions are valued

internalization

when target of influence agrees w/ & becomes committed to request; the best outcome for leader b/c it brings forth greatest level of effort in accomplishing task

compliance

when target of influence are willing to do what leader asks but do it w/ mixed feelings; reflects shift in behaviors of employees BUT NOT THEIR ATTITUDES; does not bring highest levels of employee effort

resistance

when target refuses to perform influence request & puts in the effort to avoid having to do it; most likely when influencer's power is LOW relative to target or when request is inappropriate/unreasonable

arbitration

when third party determines a binding settlement to a dispute; arbitrator can be individual or group (board) whose job is to listen to various arguments & make decision about solution to conflict; outcome of dispute rests solely in arbitrator's hands

equal

when two parties perceive themselves as relatively ______ in power, they take a more integrative approach to negotiations

perceived power relationship

while there are numerous negotiation biases, the ______ _______ ______ between parties & negotiator emotions are two most important

distributive bargaining

win-lose negotiation over "fixed-pie" of resources, i.e. when one person gains, the other loses