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
