Power and Influence / Chapter 14

Extended Network

A type of network that includes distant acquaintances that may provide connections between an individual and other people or groups, much weaker than core networks.

Core Network

A type of network that includes relationships characterized by close bonds and reciprocity, are long-term.

Pushing Style

An influence style. Flows directly from self to others where one tries to "push" their opinions on others through reasoning or application of incentives.

Moving Away Style

An influence style. Involves disengaging when requestors want to reduce conflict, when they're unprepared, when new information has surfaced, or when other's behavior prevents requestor's success.

Power

The potential of one individual or group to influence the behavior, thinking, or attitudes of another individual or group.

Commitment

A reaction to power. Occurs when employees agree with management decisions and work to ensure they're implemented.

Legitimacy

A determinant of personal power. A person's credibility as gained by acting in ways consistent with the value system which increases acceptance.

Attractiveness

A determinant of personal power. Having attributes others would like to emulate like physical appearance or charisma.

Expertise

A determinant of personal power. It is gained from having task or organizationally relevant competencies (a track record) which can be technical (task), human (relations), or conceptual (seeing the organization as a whole).

Effort

A determinant of personal power. It is working hard and committing to success. By being more dependable you may receive more interesting work and thus more power.

Centrality

A determinant of positional power that examines how pivotal an individual's role is in the organization. Gained by occupying central positions with regard to important tasks.

Flexibility

A determinant of positional power that examines the freedom to exercise judgment. If there are fewer rules that establish how work is done then leaders decide how to act.

Visibility

A determinant of positional power that examines the number of people with whom an individual normally interacts with. People-oriented positions are stronger than task-oriented positions because leaders can interact with influential people.

Relevance

A determinant of positional power that examines those who engage in activities closely aligned with an organization's priorities.

Joint Dependence

A phenomenon where 2 firms are equally dependent on the other.

Dependence Asymmetry

A phenomenon where a firm is more dependency on a business partner than a business partner is on a firm.

Network breadth

A quality of a network. The types of networks to which one belongs and the diversity of contacts within networks.

Interdependence

A quality that exists whenever one individual requires another individual's assistance to achieve a goal.

Resistance

A reaction to power. A refusal of doing what is asked or passive, pretending to agree but doing nothing.

Compliance

A reaction to power. Involves completing tasks that have been assigned but without excitement.

Liking

An influence principle. An element of personal power that someone will be more willing to say yes to an individual whom they like.

Authority

An influence principle. Based on positional power and assumes someone will follow orders even when they disagree based on other's position and authority in hierarchy.

Scarcity

An influence principle. Opportunities seem more valuable when availability is limited (a "once-in-a-lifetime opportunity").

Law of Reciprocity

An influence principle. States people should repay in the future what another has done for them in the present.

Pulling Style

An influence style. Attempts to draw information from others to find common ground.

Coalitions

Individuals and/or groups that have common interests and perspectives. These forces result in a more powerful position than any group could exert on its own.

Career Networks

Networks of people who provide career direction and guidance, exposure to top management, help in obtaining challenging and visible assignments.

Social Networks

Networks of people who you communicate with, who you go to for advice, or trust more than in other networks.

Task Networks

Networks that involve the exchange of specific job-related resources like information, expertise, advice, and materials.

Positive Net Power

Occurs when others depend on you.

Negative Net Power

Occurs when you depend on others.

Bridging

Part of pulling style. Beneficial when another's contributions may be helpful to requestor, the requestor is open to influence, and when other will not lose something by working with requestor.

Attracting

Part of pulling style. Useful when both share common goals, other admires requestor, or other is unsure what to do.

Asserting

Part of pushing style. Effective when both parties have a personal stake in the matter. Tactics include setting expectations, providing feedback, and exchanging assistance.

Persuading

Part of pushing style. Effective when requestors are viewed as credible, when they have inclusive information, and when they use data to support their position. Tactics include creating solutions and making strong arguments.

Expert Power

Power based on a significant difference in the knowledge level of 2 or more individuals in a particular area.

Referent Power

Power based on personal liking an individual has for another.

Legitimate Power

Power based on the formal position an individual holds in an organization.

Interpersonal Power

Power derived from authority, ability to reward or punish, and expertise and personal attractiveness.

Relational Power

Power gained from the types of networks to which an individual belongs, the types of people in those networks, and the strength of the relationships within the networks. Networks may be centered around communication, advice, or trust.

Personal Power

Power obtained from having personal attributes that others desire. Made of expertise, effort, attractiveness, and legitimacy.

Positional Power

Power that comes from an individuals place within an organization's structure. Made up of formal authority, centrality, flexibility, visibility, and relevance.

Coercive Power

Power that occurs when one has the ability to punish another for his or her behavior.

Reward Power

Power that occurs when one has the ability to reward another for his or her behavior.

Resource Scarctiy

The lack of sufficient resources, like money or staff, that forces individuals in organizations to make critical decisions about how to best allocate the available resources throughout the company.

Influence

The means or vehicle by which power is exercised.

Empowerment

The process of sharing power with subordinates and pushing decision making and implementation to the lowest possible level.