Chapter 13

two reasons leaders need to resist the influence of other leaders or higher-ups

- do what's best for their own unit - resist the influence of own employees to avoid being a pushover when employees try to go their own way

Organizational characteristic events triggering uncertainty can be

- limited or changing resources -ambiguity in role requirements -high performance pressures -unclear performance evaluation measures

power and influence in action: leaders can use their power and influence in a number of ways including (2)

- navigating the political environment in the organization - resolving conflicts within the organization

environments that are seen as extremely political can:

-lower JS -increase strain -lower JP -increase turnover intentions -lower OC

zones of compliance

-preference -indifference -legitimate -influence -non influence

guidelines for use of reward power

-propose rewards that are attractive -only offer what you can follow through on -be clear on exactly what you are offering a reward ofr

guidelines for use of expert power

-put forth data or other evidence to support your proposal -communicate why the request is important and the justification for it - be consistent, thoughtful, and honest about requests

what actually could decrease OC levels

-repeated uses of coercive power -repeated reliance on hard influence tactics (pressure and coalitions)

guidelines for use of legitimate power

-stay within the rights your position holds -communicate your requests politely -make sure you describe the purpose of your request

guidelines for use of coercive power

-warn people prior to giving punishment -make sure punishment is fair relative to the nature of the compliance -follow through quickly and without discrimination or bias

conflict resolution is influenced by two factors

1. How assertive leaders want to be in pursuing their own goals 2. How cooperative they are with regard to the concerns of others

ZONES: 1. beyond the zone 2. the fringe 3. zone of acceptance

1. behavior unacceptable 2. unsure 3. employees perceive manager to have proper authority to make decisions within the scope of behavior

two important aspects of influence

1. directional 2. all relative

Barbuto's extension

Every directive, request or command issued by a leader is not the same in the eyes of the employee. The greater resistance the more power the leader must have in relation to target to insure compliance. - some requests held a combination of power tactics

power can be seen as the ability to RESIST the influence attempts of others. (3 ways)

1. voicing a dissent opinion 2. refusing to perform a specific behavior 3. organizing an opposition group of coworkers

exchange tactic differs from apprising (explaining how the target will personally benefit) in that the

benefit is something the that the requestor gives to the target not something that simply results from the action

interalization (most effective)

both behavior and attitude shift to agreement- target of influence agrees with and becomes committed to influence request

bargaining

both parties must likely make concessions, success at this stage depends on how well the prior two stages went. The goals is that each party walks away feeling that they gain something of value

example of distributive

buying a car at a dealership, there is a stated price but it is negotiable, every time the buyer knocks down the price, the car dealership and salesman loses

organizational power definition

derives from a person's position within an organization

Personal power definition

derives from the individual

BATNA

describes each negotiator's bottom line, at what point are they willing to walk away? at this point the negotiator is better off not negotiating at all

two negotiation strategies

distributive and integrative

Substitutability

having alternatives in accessing resources- leaders that control resources to which no one else had access can use their power to gain greater influence

discretion

having the right to make decisions on their own- if managers are forced to follow organizational policies or rules, their ability to influence others is reduced

collaboration

high assertive, high cooperation occurs when both parties work together to maximize outcomes, win win form of conflict is is most effective especially to task-oriented rather than personal conflicts

competing

high assertive, low cooperation occurs when one party attempts to get their goals met without concern of other party's results

visibility

how aware others are of a leader and the resources that leader can provide- if everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be high

centrality

how important a person's job is and how many people depend on that personal 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

avoiding usually results in an unfavorable result for everyone

including the organization and may result in negative feelings toward the leader, most important avoiding NEVER resolves conflict

moderately effective influence tactics

ingratiation, personal appeals, apprising

to use inspirational appeals effectively leaders must have

insight into what kinds of things are important to the target- increasing confidence

leaders who thoroughly understand the conflict resolution style of collaboration are likely to thrive in these types of negotiations

integrative bargaining

responses to influence tactics (3)

internalization, compliance, resistance

apparent sincerity

involves appearing to others to have high levels of honesty and genuineness, seen a good and builds trust

interpersonal influence

involves having a personal style that is flexible enough to adapt to different situations

networking ability

is an adeptness at identifying and developing contacts, strong alliances are built in which good conflict management can take place

social astuteness

is the tendency to observe others and accurately interpret their behavior, you want to be seen in the most favorable state. Good at managing social situations

although exchange tactics can be effective at times

it is very unpredictable and can even end up having a negative effect on influence

collaboration is the most difficult to come by because

it requires full sharing of information by both parties, full discussion of concerns, relatively equal power between parties and a lot of time and investment to arrive to a resolution, but also best outcomes and reactions

for a leader, internalization is the best outcome because

it results in employees putting for the greatest level of effort in accomplishing what they are asked to do- proper use of forms of personal power are most likely to result in interalization

biggest cause if failure when talking about organizational politics

lack of social effectiveness

reward power and coercive power are intertwined with

legitimate power

example of expertise

lone programmer who knows how to operate a piece of antiques software, a machinist who was recently trained to operate a new piece of equipment or the only engineer who has experience working on a specific type of project

accommodating

low assertive, high cooperation occurs when one party gives in to the other and acts in an unselfish way

avoiding

low assertive, low cooperation occurs when one party wants to remain neutral, stay away from conflict or postpone the conflict to gather information or lets things cool down.

resistance is most likely when the influencer's power is

low relative to the target or when the request itself is inappropriate or unreasonable

negative emotions may

lower judgement accuracy

employee resistance could come in the forms of

making excuses, trying to influence the requestor in return, or simply refusing to carry out the request

example of coercive power

manager having the right to fire, demote, suspend or lower the pay of an employee

example of reward power

managers having control over raises, performance evaluations, desirable job assignments

downward influence

managers influencing employees (most frequently occurs)

traditionally, which of the two alternative dispute resolutions are used first?

mediation, then arbitration if parties are unable to come to an agreement

men and women view politics differently

men view political attempts more favorably than women

building political skill can be done through

mentoring programs

compromise

moderate both assertive and cooperation occurs when conflict is resolved through give and take concessions, most common form of conflict resolution, maintains relationship between parties, and generally results in favorable evaluations for the leader

integrative bargaining is most appropriate when there are

multiple outcomes possible, adequate levels of trust and the parties are willing to be flexible

personal characteristics triggering uncertainty can be

need for power & machiavellianism (get what you need with manipulation of others)

when people have a track record of high performance, the ability to solve problems or specific knowledge that is necessary to accomplish a task they are more likely to be able to influence other people who

need that expertise

negotiator emotions, both positive and negative can

negatively influence negotiation success

Alternative Dispute Resolution

negotiation or conflict management failure and will result in an impasse between two parties, a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

resistance (least effective)

neither behavior nor attitude shifts towards agreement, which occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it

four dimensions of political skill

networking ability, social astuteness, interpersonal influence, apparent sincerity

The post video

notices the power she has over the company but ultimately uses legitimate power to put an exclamation point on her decision to run the story

Abritration

occurs when a third party determines a binding settlement to a dispute

compliance

occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence, behavior shifts to agreement but attitude does not

exchange tactic

offering a reward or resource in return for performing a request, this type requires that the requestor have something of value to offer.

organizations and leaders do their best to minimize the perceptions of

self-serving behaviors that are associated with organizational politics- are seen as detrimental to company performance as a whole

apprising differs from rational persuasion in that it focuses

soley on the benefit to the target as opposed to simple logic or benefits to the group or organization

organizational factors that are most likely to increase politics are those that raise the level of

uncertainty in the environment, when people are uncertain about an outcome or event they will generally act in ways that help reduce that uncertainty

political skill

understanding others at work and using that knowledge to influence others in ways that enhance personal and or organizational objectives

ingratiation has been shown to be more effective when...

used as a long-term strategy and not nearly as effective when used immediately prior to making an influence attempt

influence tactics tend to be most successful when

used in combinations, many tactics have some limitations or weakness that can be overcome using other tactics with it

pressure

using coercive power (punishment) through threats and demands, coercive is a poor way to influence others and may only bring benefits for short term

ingratiation

using favors, compliments or friendly behavior to make the target feel better about the influencer- "sucking up" especially in upward influence

rational persuasion

using logical arguments and facts to show the target that the request is worthwhile

example of legitimate power

when managers ask an employee to stay after to work on a project, or work faster

conflict

when two or more individuals perceive that their goals are in opposition

Integrative Bargaining

win- win style utilizing mutual respect and problem solving that is satisfying for both parties

distributive bargaining

win-lose style with "fixed pie", zero sum conditions, everyone wants the biggest piece of pie. One person gains while the other person loses

collaboration (very effective)

working together to maximize outcomes, attempting to make it easier for the target to complete the request- could involve a leader helping to complete the task, providing required resources or removing obstacles that make the task completion difficult

is it difficult for an employee to gauge what form of power is most important

yes, many times you don't know what type of power a leader possess until they attempt to use it

coercive power is generally regarded as

a poor form of power to use regularly because it tends to result in negative feelings towards those who wield it

negotiations

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

personal appeals

appealing to personal friendship or loyalty, requestor asks for something based on personal friendship/ loyalty--> the stronger the friendship the more successful the attempt is likely to be

inspirational appeal

appealing to values and ideals to create an emotional reaction or attitudinal reaction

mediation

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

when negotiators perceive themselves as relatively equal in power

they take more of a integrative approach

when negotiators perceive themselves as having more power than the other party

they tend to demand more and concede less (distributive approach)

just because someone has the ability to influence others does not mean...

they will choose to do so. -In many organizations, the most powerful employees don't even realize how influential they can be

those with reward power have the ability to influence others if those being influenced believe

they will get the rewards by behaving a certain way

people with legitimate power have the understood right to ask others

to do things that are considered within the scope of their authority

true or false: it is easy for the two areas of power and influence in action can coincide

true, it is easy

influence tactics that tend to be most successful are those that are

"softer" in nature: rational persuasion, consultation, inspirational appeals, and collaboration take advantage of personal rather than organizational forms of power.

5 different styles of conflict resolution

-competing (win-lose) -avoiding (lose-lose) -accommodating (lose-win) -collaborating (win-win) -compromise

directional influence (3)

-downward -lateral -upward

the direction toward goal achievement can affects followers' interpretation of: (5)

-events -organization of their work activities -their commitment to key goals -relationships with other followers -access to cooperation and support from other work units

personal power (2)

-expert -referent

guidelines for use of referent power

-follow through on commitments -do things for others even when not required to do so -support and uphold others when called for

organizational power (3)

-legitimate -reward -coercive

leaders are better able to use their power when they have...

-low substitutability -high discretion -high centrality -high visibility

how are power and influence important/ correlated with JP and OC?

Moderately correlated

organizational politics

actions by individuals that are directed toward the goal of furthering their own self-interests, but not in opposition of the company's interests, but being able to push the leader's own ideas and influence through org politics

the desire in referent power is derived from

affection, admiration, or loyalty toward a specific individual

positive emotions may lead to

agreeing too quickly

the most powerful leaders have what kind of power?

all five dimensions -legitimate -reward -coercive -expert -referent

consultation

allowing the target to participate in the decision making, and how the implementation will carry out the request, this increases commitment from the target who now had a stake in seeing that their opinions are valued

expert power

based on expertise, skill or knowledge on which others depend on

Coercive power

based on the ability to punish, or has control over punishments in an organization

Reward power

based on the control of resource benefits, or the rewards another person wants

legitimate power

based on the position of authority in an organization; these people have some sort of title

coalitions are usually used in

combination with one of the other tactics, if rational persuasion isn't strong enough, the influencer might bring another person to show that person agrees with the logic of the argument

distributive bargaining is similar in nature to

competing approach of conflict resolution, (win-lose) union-management labor negotiations

proper use of organizational forms of power are, at best, most likely to result in what response

compliance

women are more likely to use what kind of tactic in comparison to men

compromise, whereas men are more likely to use competing as a tactic

higher levels of emotional intelligence are more likely to adopt

constructive forms of conflict management (green areas, collaboration)

effective use of power and influence can

create internalization, increase citizenship behavior, decrease counterproductive behavior, increase motivation levels of employees, and increase JS and trust in the leader

preparation

each party determines goals and alternantives

exchanging information

each party makes a case for its position and attempts to put all favorable information on the table- each party also informs the other party of how it has arrived at the conclusions it has and which issues it believes are important (active listening and lots of questioning)

upward influence

employees influencing managers

coalitions

enlisting others to help influence the target, peers, subordinates, or one of the target's superiors.

referent power

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

apprising

explaining how the target will personally benefit, requestor clearly explains why performing the request will benefit the target personally

other name for legitimate power

formal power

contingency factors

four factors that have an effect on the strength of a person's ability to use power to influence others- increase or decrease the degree leaders can use their power to influence others

competing occurs most often when

one part has high levels of organizational power and can use legitimate or coercive power to settle a conflict, involves hard forms of influence like pressure and coalitions- usually negative reactions/ no friends. Usually best when the leader knows they're right and needs a quick decision

personal forms of power are more strongly related to

organizational commitment and job performance than the organizational forms

compliance is the most common response to influence attempts in

organizations because anyone with some degree of power who makes a reasonable request us likely to achieve compliance, that response allows leaders to accomplish their purpose, but doesn't bring about the highest levels of employee effort and dedication

lateral influence

peers influencing peers

negotiator biases

perceived power relationship between the parties and negotiator emotions are two of the most important

there are cultural differences when it comes to what kind of appeal

personal appeals

examples of referent power

political leaders, celebrities, sports figures, or a leader in an organization with a good reputation, attractive personal qualities or a certain level of charisma

for leaders to be effective, they must have a certain degree of

political skill

politics are seen as more negative than

power, people's perceptions of politics are generally negative

negotiation stages (4)

preparation, exchanging information, bargaining, closing and commitment

lease effective influence tactics- could lead to resistance from the target

pressure, coalitions, exchange tactic

most effective influence tactics

rational persuasion, inspirational appeals, consultation, collaboration

leaders typically use accommodating strategies when the issue is

really not that important to them but is very important to the other party. Also important when the leader has less power than the other party, long-term strategy

four contingency factors

substitutability, discretion, centrality, visibility

power

the ability to influence the behavior of others and resist unwanted influence in return

closing an d commitment

the agreement is formalized, for large complex negotiations this stage can be long

relativity in influence

the degree of disparity between the influencer and the influence

most of these situations (contingency factors) revolve around the idea that the more other employees depend on a person

the more powerful that person becomes

research shows that rational persuasion is

the most effective when it helps to show the proposal is important is feasible

coercive power operates primarily on

the principle of fear, it exists when one person believes they another has the ability to punish them and is willing to use that power

Barnard's zone of acceptance

the range in which we perceive a manager to have proper authority to make decisions within this scope - the size of the range varies with each individual and authority rests in the consent of individuals

influence

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

leadership

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

Non influence zone

these are behaviors in which the target would not engage under any work related circumstances (illegal or immoral tasks/ requests)

legitimate zone

these are behaviors which the target would rather not do but sees the it is their responsibility as an employee to do when asked (monthly meetings)

preference zone

these behaviors and activities the target actually enjoys doing and would probably do with any request

indifference zone

these behaviors represent activities for which the target has no preference and is indifferent to

influence zone

these behaviors represent tasks and activities which the target views as outside their normal work responsibilities - to carry out would mean going beyond job requirements - they can be motivated to perform if the proper source of motivation is tapped by the leader (going to get coffee for managers)