MGMT 363, Chapter 13 Leadership: Power and Negotiation

BATNA

"Best Alternative To Negotiated Agreement" describes the negotiations bottom line

What are the 5 different conflict resolutions styles?

1. competing 2. avoiding 3. accommodating 4.collaboration 5. compromise

What are the two types of personal power?

1. expert power 2. referent power

What are 3 responses to influence tactics?

1. internalization 2. compliance 3. resistance

What are the three types of organizational power?

1. legitimate 2. reward 3. coercive

What are the different types of power that leaders possess?

1. legitimate power is based on authority position 2. reward power is based on the distribution of resources or benefits 3. coercive power is based on the handling out of punishments 4. expert power is derived from expertise and knowledge 5. referent power is based on the attractiveness and charisma of the leader

What are the 4 types of political skill?

1. networking ability 2. social astuteness 3. interpersonal influence 4. apparent sincerity

What are the 4 contingency factors?

1. sustainability 2. discretion 3. centrality 4. visibility

What is Leadership and what role does power play in leadership?

1. the use of power and influence to direct the activities of followers toward goal achievement 2. power is necessary, in that it gives leaders the ability to influence others

alternative dispute resolution

a process by which 2 parties resolve conflicts through the use of a specially trained, neutral third party

negotiation

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

closing and commitment

entails the process of formalizing an agreement reached during the previous stage

coercive power

exists when a person has control over punishments on which others depend

referent power

exists when others have a desire to identify and be associated with a person

reward power

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

apparent sincerity

involves appearing to others to have high levels of honesty and genuineness

interpersonal influence

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

distributive bargaining

involves win-lose negotiating over a "fixed-pie" of resources

inspirational appeal

is a tactic designed to appeal the target's values and ideals, thereby creating an emotional or attitudinal reaction

integrative bargaining

is aimed at accomplishing a win-win scenario

networking ability

is an adeptness at identifying and developing diverse contacts

visibility

is how aware others are of a leader's power and position

discretion

is the degree to which managers have the right to make decisions on their own

sustainability

is the degree to which people have alternatives in assessing power

influence

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

How do leaders use their power and influence to resolve conflict in the workplace?

leaders use power and influence to resolve conflicts through 5 conflict resolution styles 1. competing 2. avoiding 3. accommodating 4. collaboration 5. compromise

coalitions

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

arbitration

occurs when a third party determines a binding settlement dispute

collaboration

occurs when both parties work together to maximize outcomes (high assertiveness and cooperation)

compromising

occurs when conflict is resolved through give-and-take concessions (moderate assertiveness, moderate cooperation)

competing

occurs when one party attempts to get his/her own goals met without concern for the other party's results (high assertiveness, low cooperation)

accommodating

occurs when one party gives in to the other party and acts in a completely unselfish way (low assertiveness, high cooperation)

compliance

occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence

How do power and influence affect job performance and organizational commitment?

power and influence have moderate positive relationships with job performance and organizational commitment

centrality

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

mediation

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution

individuals who exhibit these types of political skills have higher ratings of what?

task performance and org. citizenship behaviors

political skill

the ability to effectively understand others in ways that enhance personal and/or organizational objectives

social astuteness

the tendency to observe others and accurately interpret their behavior

ingratiation

the use of favors, complements, or friendly behavior to make the target feel better about the influencer

When can leaders use those types if powers ( legitimate, reward, coercive, expert, and referent) most effectively?

these powers can be used most effectively when leaders are central to the work process, highly visible have discretion, and are the sole controllers of resources and information

personal appeals

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

exchange information

each party makes a case for its position and attempts to put all favorable information on the table

pressure

is the use of coercive power through threats and demands

rational persuasion

is the use of logical arguments and hard facts to show the target that the request is a worthwhile one

exchange tactic

is used when the requestor offers a reward or resource to the target in return for performing a request

What behaviors do leaders exhibit when trying to influence others, and which of these are most effective?

leaders can use at least 10 different influence tactics to achieve their objectives 1. the most effective are rational persuasion, consultation, inspirational appeals, and collaboration 2. the least effective are pressure and the forming of coalitions 3.tactics with moderate levels of effectiveness are ingratiation, exchange, personal appeals, and apprising

What are the ways in which leaders negotiate in the workplace?

leaders use both distributive and integrative bargaining strategies to negotiate outcomes the process of negotiating effectively includes 4 steps 1. preparation 2. exchange information 3. bargaining 4. closing and commitment

avoiding

occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down (low assertiveness, low cooperation)

apprising

occurs when the requestor clearly explains why performing the request will benefit the target personally

What is organizational politics and when is political behavior most likely to occur?

1. individual actions that are directed toward the goal of furthering a persons own self-interests 2. political behavior is most likely to occur in org. situations in which individual outcomes are uncertain

When do influence tactics tend to be the most successful and which kind?

1. when used in combination 2. those softer in nature

preparation

1.each party determines what its goals are for the negotiation and whether or not the party has anything to offer 2. single most important stage of negotiating process

What is the goal of dispute resolution?

always to have the two parties come to a voluntary agreement

collaboration

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

Why is influence all relative?

because the absolute power of the influencer and influnecee is not as important as the disparity between them

Power

can be defined as the ability to influence the behavior of others and resist unwanted influence in return

organizational behavior

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

What is the most effective but most difficult conflict resolution style?

collaboration

expert power

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

legitimate power

derives from a position of authority inside the organization and is sometimes referred to as "formal authority"

consultation

occurs when the target is allowed to participate in deciding how to carry out or implement a request

internalization

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

resistance

occurs when the target refuses to perform the influence request and puts forth the effort to avoid having to do it

Is organizational or personal power more strongly related to org. commitment?

personal power

bargaining

the goal is to for each party to walk away feeling like it gained something of value