Chapter 8: Influence Tactics of Leaders

Leadership prototype:

1. Sensitivity 2. Intelligence 3. dedication 4. Charisma 5. Strength 6. Attractiveness

Two apprising behaviors on the part of the leader

1. describes benefits you could gain from doing a task or activity. 2. explains how the task he/ she wants you to do could help your career.

Making a personal appeal

Support a proposal out of friendship. Appeals to your friendship when asking you to do something. Asks for your help as a personal favor.

Leading by example and respect

acting as a positive role model

Essentially dishonest and unethical tactics: debasement

demeaning or insulting oneself to control the behavior of another person.

Apprising the target

explaining what's in it for him or her if that individual honors your request. Apprising means that the influencing agent explains how carrying out a request or supporting a proposal will benefit the target personally

Practicing hands on leadership

hands on leader gets directly involved in the details and processes of operations

Leader member exchange (LMX)

if the leader matches employee assumptions about having the right traits the LMX will be more positive.

Developing a reputation as a subject matter expert

influence tactic

Exchanging favors and bargaining

offers to do a specific task for you in return for your help and support. Offers to do something for you in the future for your help now.

Making an inspirational appeal, being charming, and emotional display

says a proposed activity or change is an opportunity to do something really exciting and worthwhile. Makes an inspiring speech or presentation to arouse enthusiasm for a proposed activity or change.

Forming Coalitions

specific arrangement of parties working together to combine their power. Mentions the name of other people who endorse a proposal when asking you to support it. Brings someone along for support when meeting with you to make a request or proposal. Being a team player

Neutral influence tactics: Upward appeal

the leader exerts influence on a team member by getting a person with more formal authority to do the influencing.

Legitimating a request

verify that an influence attempt is within your scope of authority

Essentially dishonest and unethical tactics: undue pressure

when rewards become bribes for compliance and threats of punishment become severe, the target person is subjected to undue pressure or coercion. ex. Uses threats or warnings when trying to get you to do something. Tries to pressure you to carry out a request.

Sequencing of influence tactics:

1. Begin with the most positive, or least abrasive tactic if you do not gain the advantage you seek, proceed to a stronger tactic. A sensible approach is to begin with low cost, low risk tactics, for example: joking or kidding. The influence agent must also consider the direction of the influence attempt as a contingency factor. In general, the more position power an individual exerts over another, the less the need for being cautious in the use of influence tactics

Leadership Anti-prototype

1. Tyranny (dominant, selfish, manipulative) 2. Masculinity

Relative effectiveness of influence tactics: 9 influence tactics the managers use

1. rational persuasion -most effective first three 2. inspirational appeal 3.consultation 4.ingratiation 5. personal appeal 6. exchange 7.coalition 8.legitimatizing 9. pressure

Description and explanation of influence tactics

3 categories. 1. Those that are essentially ethical and honest. 2. those that are essentially neutral with respect to ethics and honest and 3. those that are essentially manipulative and dishonest.

Neutral influence tactics: Co-opting antagonists

Co-opt is to win over opponents by making them part of your team or giving them a stake in the system.

Implicit Leadership Theories and Leadership Influence

Implicit leadership theories are personal assumptions about the traits and abilities that characterize an ideal organizational leader. These assumptions develop through socialization and past-experiences with leaders. Prototypes are positive characteristics of leaders. Anti-prototypes are traits and behaviors people do not want to see in a leader.

Neutral influence tactics: Joking and Kidding

Joking and kidding might be interpreted either as dishonest or as extraordinarily tactful because the criticizer softens the full blow of criticism.

Essentially dishonest and unethical tactics: deliberate machiavellianism

People in the workplace who ruthlessly manipulate others. Practice deception, bluffing, and other manipulative practices.

Leadership influence for Organizational Change

Serve as role model for desired attitudes and behaviors. Impose a new approach through executive edict. Establish a reward system that reinforces the culture, such as giving huge suggestion awards to promote an innovative culture. Select candidates for positions at all levels whose values mesh with the values of the desired culture. Sponsor new training and development programs that support the desired cultural values.

Compliance

The influence attempt is partially successful. The target person is not overjoyed about carrying out the request and makes only a modest effort.

Resistance

The target is opposed to carrying out the request and finds ways to either not comply or do a poor job

Influence outcomes: Commitment

The target of the influence attempt is enthusiastic about carrying out the request and makes a full effort.

Essentially Neutral Influence Tactics : Ingratiation

When ingratiation takes the form of well-deserved flattery or compliments, it is a positive tactic. Yet, getting somebody else to like you can be considered a mildly manipulative influence tactic if you do not like the other person. ex. Says you have special skills or knowledge needed to carry out a request. Praises your skill or knowledge when asking you to do something.

Essentially dishonest and unethical tactics: gentle manipulation of people and situations

people who gain the compliance of another person by making untrue statements or faking certain behaviors. Bandwagon technique does something simply because others are doing likewise.

Consultation with Others

the influence target becomes more motivated to follow the agent's request because the target is involved in the decision making process. Asks you to suggest things you could do to help him or her achieve a task objective or resolve a problem. Invites you to suggest ways to improve a preliminary plan or proposal that he/she wants you to support or help implement.

Rational persuasion

using logical arguments and factual evidence to convince another person that a proposal or request is workable and likely to achieve the goal