MGT 475 CH 3-4

Hard tactics are typically used when:

- An influencer has the upper hand - Resistance is anticipated - When a person's behavior violates important norms

Building an effective relationship with superiors requires followers to adapt to the superior's style by:

- Clarifying expectations about their role on the team, committee, or work group - Listing major responsibilities and use them to guide discussions with the superior about other ways to accomplish the task and relative priorities of the tasks - Being honest and dependable

Followers can exercise reward power over leaders by:

- Controlling scarce resources - Modifying their level of effort based on the leader's performance

Leadership practitioners can enhance the learning value of experiences by:

- Creating opportunities to get __feedback___ - Taking a "10 percent stretch" - Learning from others - Keeping a journal of daily leadership events Having a developmental plan

Both leaders and followers can improve technical competence by:

- Determining how the job contributes to the overall mission and success of the organization - Becoming an expert in the job through education, training, observation, and teaching - Seeking opportunities to broaden experiences by working on team projects and visiting other parts of the organization

Leaders can enhance their ability to influence others based on reward power by:

- Determining what rewards are available and most valued by subordinates - Establishing policies for the fair and consistent administration of rewards for good performance

situational factors that affect power and influence

- Furniture arrangement - Office size and type - Prominently displayed symbols - Appearances of title and authority - Choice of clothing - Presence or absence of crisis

The key objectives for these meetings are:

- Learning as much as possible - Developing relationships - Determining future __allies___

Building an effective relationship with superiors involves understanding the superior's world by:

- Learning the superior's personal and organizational objectives - Realizing that superiors do not have all the answers and have both strengths and weaknesses - Keeping the superior informed about various activities in the work group or new developments or opportunities in the field

The two major events for the third month are to:

- Meet with the entire team - Meet off-site with direct reports (if the team is large)

Rational tactics are typically used when:

- Parties are relatively equal in power - Resistance is not anticipated - Benefits are organizational as well as personal

Building effective relationships with peers involves:

- Recognizing common interests and goals - Understanding peers' tasks, problems, and rewards - Practicing a Theory Y attitude

Female managers

- Show greater concern for others - More likely to act with the organization's interests in mind - Consider how others felt in the planning - Focus on both the task and interpersonal-aspects of the situation - Less likely to compromise or negotiation during influence

Soft tactics are typically used when:

- They are at a disadvantage or expect resistance - They will personally benefit if the attempt is successful

Research indicates that reliance on referent and expert power led to employees who:

- Were more motivated - Were more _satisfied__ - Were absent less - Performed better

conducting a GAPS (goals, abilities, perceptions, standards) analysis involves the following steps:

- identifying your career objectives - Identifying your strengths and development needs related to your career objectives - Determining how your abilities, skills, and behaviors are perceived by based on 360-feedback or performance reviews - Determining the expectations your boss or organization has for your career objectives

There are five interrelated phases to developmental planning:

1. Identifying development needs 2.Analyzing data to identify and prioritizedevelopment needs 3.Using prioritized development needs to create a focused and achievable development plan 4.Periodically reviewing the plan, reflecting on learning, and modifying or updating the plan as appropriate 5. Transferring learning to new environments

Five sources/bases of power by which an individual can potentially influence others:

1.Expert power 2.Referent power 3.Legitimate power 4.Reward power 5.Coercive power

Individuals vary in their motivation to manage in terms of six composites:

1.Maintaining good relationships with authority figures 2.Wanting to compete for recognition and advancement 3.Being active and assertive 4.Wanting to exercise influence over subordinates 5.Being visibly different from followers 6.Being willing to do routine administrative tasks

The Influence Behavior Questionnaire (IBQ) assesses nine types of influence tactics:

1.Rational persuasion 2.Inspirational appeals 3.Consultation 4.Ingratiation 5.Personal appeals 6.Exchange 7.Coalition tactics 8.Pressure tactics 9.Legitimizing tactics

There are 7 steps to developing a high impact development plan

1: career and development objectives 2: criteria for success 3: action steps 4: whom to involve and reassess dates 5: stretch assignments 6: resources 7: reflect with a partn

New leaders have two critical tasks...

MEETINGS & MEETINGS

During the first two weeks

New leaders should schedule one-on-one meetings with all their peers to build rapport

During the third month

The new leader should have developed a vision of the future

Leaders can usually exert more power during

a crisis than during periods of relative calm

Legitimate power depends on

a person's organizational role i.e. formal/official authority

Thematic Apperception Tests

a projective personality test, can assess the need for power

One of the most common forms of coercion is

a superior's temperamental outbursts

Pointing

acceptable for high-status, or those attempting to assert dominance

Expert power is a function of the

amount of knowledge one possesses relative to other group members, so followers may have more expert power than leaders at times

Leaders in well-functioning organizations

are open to being influenced by their subordinates

Not all individuals like

being leaders

Touching

bosses or teachers may pat an subordinate on the back

Referent power often takes time to develop but

can be lost quickly

Power is the

capacity to produce effects on others, or the potential to influence others

Influence is the

change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics

Miner's Sentence Completion Scale (MSCS)

consistently predicts leadership success in hierarchical or bureaucratic organizations

Followers or situational characteristics may

diminish or enhance a leader's potential to influence followers

A high need for power or motivation to manage

does not guarantee leadership success

followers with technical competence

earn greater rewards, exert influence in their groups, and have greater say in decisions

Power does not need to be

exercised in order to have its effect

Sometimes, particular followers may

exert relatively more influence than the leader does

Legitimate power allows

exertion of influence through requests or demands deemed appropriate by virtue of role and position

Leaders can cause

fairly substantial changes in subordinates' attitudes and behaviors

The first two weeks should be

filled with meeting with many people both inside and outside the team

During a crisis

followers may be more eager to receive direction and control from leaders

Candidates should gather as much information about their potential company as they can

gather as much information about their potential company as they can

Leaders with high referent power

generally do not use legitimizing or pressure tactics

Followers that use coercive power to influence a leader's behavior tend to

have a relatively high amount of referent power among co-workers

The first meeting with the supervisor should happen in

her/his office and be about an hour long

Interrupting

higher-status persons interrupt, lower-status persons are interrupted

Followers and leaders differ

in the need for power, activity inhibition, and motivation to manage

Effective leaders generally work to

increase their various power bases or become more willing to use their coercive power

Male managers

influence attempts show greater concern for self

Followers can use their legitimate power (job descriptions, bureaucratic rules, union policies) to

influence leaders

Power is attributed to others on the basis and frequency of

influence tactics they use and on their _outcomes__

Using influence tactics

is a social skill

Personalized power

is exercised for personal needs by selfish, impulsive individual

Need for power

is found to be positively correlated to various leadership effectiveness criteria

Neither male or female managers

is more effective

Coercive power

is the potential to influence others through the administration of negative sanctions or the removal of positive events

Expert Power

is the power of knowledge

Socialized power

is used for the benefit of others or the organization and may involve self-sacrifice

Staring

it is disrespectful for a person of lower status to stare at a superior, although superiors are not bound by a similar restriction

The potential to influence others through reward power is a

joint function of the leader, the followers, and the situation

A high need for socialized power and a high level of activity inhibition

may be required for long-term leadership success

Leaders with a high need for power but low activity inhibition

may be successful in the short term but create hazards for the long-term

Extrinsic rewards (praise, compensation)

may not have the same behavioral effects as intrinsic rewards (personal growth, development

The formal leader is

not always the person who possesses the most power in a leadership situation

Followers with relatively more referent power than their peers are

often spokespersons for their units and have more latitude to deviate from work-unit norms

Influence tactics refer to

one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors

Followers can wield

power and influence over leaders as well as over each other

Effective leaders often intuitively

realize they need more than legitimate power to be successful

Referent power

refers to the potential influence one has due to the strength of the relationship between the leader and the followers

Some people are able to influence others with their

relative expertise in particular areas

Use Facebook, LinkedIn, and other social networking sites to

set up informational interviews with people inside the organization

The first day is all about

setting the right tone

New leaders should

spend the first day meeting with all of the critical stakeholders in their team

Individuals with a relatively large amount of power may

successfully employ a wider variety of influence tactics

Developmental planning is the

systematic process of building knowledge and experience or changing behavior

Effective leaders typically

take advantage of all their sources of power

For leaders

technical competence is related to improved managerial promotion rates, better training skills, lower rates of group conflict, and higher motivation levels among followers

Leaders with only coercive or legitimate power

tend to use coalition, legitimizing, or pressure tactics

Research shows that a key requirement of leadership effectiveness is

the ability to build strong alliances with others, such as peer

Influence can be measured by

the behaviors or attitudes manifested by followers as a result of a leader's influence tactics

Leaders vary in

the extent to which they share power with subordinates

Technical competence concerns

the knowledge and repertoire of behaviors one can utilize to complete a task successfully

During the first two months

the leader is gathering more information, determining the direction , and finalizing the appropriate structure and staffing for the team.

If different followers have considerably greater amounts of expert power

the leader may be unable to influence them using expert power alone

The stronger the relationship

the more influence leaders and followers exert over each other

Reward power involves

the potential to influence others through control over desired resources

The first phase in the development planning process is

to conduct a GAPS (goals, abilities, perceptions, standards) analysis

Some good sources of information include

web sites, annual reports, press releases, and marketing literature

Some followers have a high need for power too

which can lead to tension between leader and follower

Leaders who are relatively uninhibited in their need for power

will use power impulsively

Overemphasizing performance rewards can lead to

workers feeling resentful and manipulated