MGT 475 CH4

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Hard tactics are typically used when

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

Followers can exercise reward power over leaders by:

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

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

Four generalizations can be made about power and influence:

Effective leaders typically take advantage of all their sources of power. Leaders in well-functioning organizations are open to being influenced by their subordinates. Leaders vary in the extent to which they share power with subordinates. Effective leaders generally work to increase their various power bases or become more willing to use their coercive power.

French and Raven identified five sources/bases of power by which an individual can potentially influence others.

Expert power Referent power Legitimate power Reward power Coercive power

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

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

Rational tactics are typically used when:

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

Socialized power is used for

benefit of others or the organization and may involve self-sacrifice.

Leaders with only coercive or legitimate power tend to use

coalition, legitimizing, or pressure tactics.

Power is attributed to others on the basis and frequency of

influence tactics they use and on their outcomes.

Leaders with high referent power generally do not use

legitimizing or pressure tactics.

Influence tactics refer to

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

People vary in their motivation to influence or control others. This need for power is expressed in two ways.

personalized and socialized

Referent power

refers to the potential influence one has due to the strength of the relationship between the leader and the followers. Referent power often takes time to develop but can be lost quickly. The stronger the relationship, the more influence leaders and followers exert over each other. 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.

Leaders can usually exert more power during a crisis than during periods of

relative calm. During a crisis, followers may be more eager to receive direction and control from leaders.

Using influence tactics is a

social skill.

Influence can be measured by

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

Power has been defined as

the capacity to produce effects on others, or the potential to influence others. Power does not need to be exercised in order to have its effect.

A strong relationship exists between relative power and

the types of influence tactics used.

Many situational factors affect power and influence. Such as

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

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

Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure tactics Legitimizing tactics

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

Leaders can cause fairly substantial changes in subordinates'

attitudes and behaviors.

Personalized power is

exercised for personal needs by selfish, impulsive individuals.

Thematic Apperception Tests

a projective personality test, can assess the need for power. Need for power is found to be positively related to various leadership effectiveness criteria.

Miner's Sentence Completion Scale (MSCS)

consistently predicts leadership success in hierarchical or bureaucratic organizations, and its findings offer several implications: Not all individuals like being leaders. A high need for power or motivation to manage does not guarantee leadership success. A high need for socialized power and a high level of activity inhibition may be required for long-term leadership success. Followers and leaders differ in the need for power, activity inhibition, and motivation to manage.

Legitimate power

depends on a person's organizational role i.e. formal/official authority. Legitimate power allows exertion of influence through requests or demands deemed appropriate by virtue of role and position. Holding a position and being a leader are not synonymous. Effective leaders often intuitively realize they need more than legitimate power to be successful. Followers can use their legitimate power (job descriptions, bureaucratic rules, union policies) to influence leaders.

Reward power

involves the potential to influence others through control over desired resources. The potential to influence others through reward power is a joint function of the leader, the followers, and the situation. Overemphasizing performance rewards can lead to workers feeling resentful and manipulated. Extrinsic rewards (praise, compensation) may not have the same behavioral effects as intrinsic rewards (personal growth, development).

Coercive power

is the potential to influence others through the administration of negative sanctions or the removal of positive events. Reliance on this power has inherent limitations. One of the most common forms of coercion is a superior's temperamental outbursts. Followers that use coercive power to influence a leader's behavior tend to have a relatively high amount of referent power among co-workers.

Expert power

is the power of knowledge. Some people are able to influence others with their relative expertise in particular areas. 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. If different followers have considerably greater amounts of expert power, the leader may be unable to influence them using expert power alone.

Influence is defined as

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

Followers often can use a wider variety of influence tactics than the leader. This is because

the formal leader is not always the person who possesses the most power in a leadership situation.


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