LEADERSIP: Chapter IV
Soft tactics
(such as ingratiation) when they are at a disadvantage ,when they expect resistance, or when they will personally benefit if the attempt is successful.
hard tactics
(that is, legitimizing or pressure tactics) when an influencer has the upper hand, when they anticipate resistance, or when the other person's behavior violates important norms.
rational tactics
(the exchange and rational appeals) when parties are relatively equal in power, when resistance is not anticipated, and when the benefits are organizational as well as personal.
presence or absence of a crisis
A final situational factor that can affect one's potential to influence others.
Staring
In American society, it is disrespectful for a person of lower status to stare at a superior, though superiors are not bound by a similar restriction.
Personalized power
Individuals who have a high need for personalized power are relatively selfish, impulsive, uninhibited, and lacking in self-control. These individuals exercise power for their own needs, not for the good of the group or the organization.
touching
Invading another person's space by +++ the person without invitation is acceptable when one is of superior status but not when Interrupting. Virtually all of us have interrupted others, and we have all been interrupted ourselves.
Informal coercion,
as opposed to the threat of formal punishment, can also change the attitudes and behaviors of others.It is usually expressed implicitly, and often nonverbally, rather than explicitly.
Power distance
as the degree to which the less powerful members of a society accept and expect that power is distributed unequally.
Influence
can be defined as the change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics.
Legitimate power
depends on a person's organizational role. It can be thought of as one's formal or official authority. Some people make things happen because they have the power or authority to do so.
Coalition tactics
differ from consultation in that they are used when agents seek the aid or support of others to influence the target.
Power
has been defined as the capacity to produce effects on others6 or the potential to influence others.
McClelland and his associates
have used the Thematic Apperception Test (TAT) to assess need for power.
Socialized power
implies a more emotionally mature expression of the motive. It is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends.
Reward power
involves the potential to influence others due to one's control over desired resources. This can include the power to give raises, bonuses, and promotions; to grant tenure; to select people for special assignments or desirable activities; to distribute desired resources like computers, offices, parking places, or travel money; to intercede positively on another's behalf; to recognize with awards and praise; and so on.
Expert power
is the power of knowledge. Some people can influence others through their relative expertise in particular areas.
Pointing
it seems to be a behavior that is acceptable for high-status figures or those attempting to assert dominance.
Legitimizing tactics
occur when agents make requests based on their position or authority.
Consultation
occurs when agents ask targets to participate in planning an activity. In this case the consultative work might not only lead to a better building plan but also strengthen member commitment to the idea of a new addition
Ingratiation
occurs when an agent attempts to get you in a good mood before making a request.
Rational persuasion
occurs when an agent uses logical arguments or factual evidence to influence others.
McClelland
proposed the need for power, and individuals with a high need for power derive psychological satisfaction from influencing others.
Influence tactics
refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors.
Referent power
refers to the potential influence one has due to the strength of the relationship between the leader and the followers.
Projective personality test
stories are then interpreted in terms of the strengths of various needs imputed to the characters, one of which is the need for power.
Coercive power,
the opposite of reward power, is the potential to influence others through the administration of negative sanctions or the removal of positive events. In other words, it is the ability to control others through the fear of punishment or the loss of valued outcomes.
Threats or persistent reminders
used to influence targets are known as pressure tactics.
Personal appeals
when they ask another to do a favor out of friendship. Influencing a target through the exchange of favors is labeled exchange.
Inspirational appeals
when they make a request or proposal designed to arouse enthusiasm or emotions in targets.
