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What are the five types of powers? Can a leader exercise all the powers? apa format remember to cite/ reference page. 350 words work.
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Chapter 5
Part One: Individuals As Leaders
Influencing: Power,
Politics, Networking,
and Negotiation
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5-1
Learning Outcomes
1) Explain the differences between position power and personal
power.
2) Discuss the differences among legitimate, reward, coercive,
and referent power.
3) Discuss how power and politics are related.
4) Describe how money and politics have a similar use.
5) List and explain the steps in the networking process.
6) List the steps in the negotiation process.
7) Explain the relationships among negotiation and conflict,
influencing tactics, power, and politics.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5-2
Power
• Recall – leadership is the influencing
process of leaders and followers.
• Power is the leader’s potential influence
over followers.
> Power is the potential to influence, not the
actual use of power.
> Often the perception of power influences
others.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5-3
Sources of Power
• There are two sources of power:
> Position power – derived from top management,
and delegated down the chain of command, and
> Personal power – derived from the followers
based on the leader’s behavior.
o Nonmanagers can have personal power but only
managers can have position power.
o Successful leaders share power (empowerment) by
pushing power down the chain of command.
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with a certain product or service or otherwise on a password-protected website for classroom use.
5-4
Discussion Questions
• Is power good or bad for organizations?
• Can management stop the use of power
and politics in their organizations?
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with a certain product or service or otherwise on a password-protected website for classroom use.
5-5
Exhibit 5.1
Sources and Types of Power
with Influencing Tactics
We will discuss these seven types of power and explore ways
to increase each type with influencing tactics, or actions
You can acquire power without taking it away from others.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5-6
Legitimate Power
• Legitimate power is based on the user’s
position power, given by the organization.
> Appropriate use of legitimate power:
o When asking people to do something that is within
the scope of their job.
o Helpful to use the consultation influencing tactic.
➢ Seek and are open to input.
➢ Also known as participative management and empowering
employees.
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with a certain product or service or otherwise on a password-protected website for classroom use.
5-7
Legitimate Use of Rational Persuasion
• Managers find the rational persuasion
influencing tactic helpful:
o when meeting objectives through employees, or
o dealing with higher-level managers over whom they
have no authority.
> Includes logical arguments with factual evidence.
• When persuading others, the ingratiation
influencing tactic is helpful:
> Give praise before asking for what you want.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5-8
Guidelines for a rational persuasion
Explain how
Provide
Explain how
Explain why meeting the evidence problems or
objective
objective
the
concerns
will be
needs met. benefits the objective
other party. can be met. handled.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5-9
Increasing Legitimate Power
Guidelines for increasing legitimate power:
> Increase management experience,
o Could be part of the job such as team leader.
> Exercise authority regularly,
o Follow up making sure objectives are met.
> Follow rational persuasion guidelines,
o Especially when authority is questioned.
> Back up your authority with rewards and
punishment.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 10
Reward Power
• Reward power is based on the user’s
ability to influence others with something
of value to them.
> A leader’s power is strong or weak based on
ability to punish and reward followers.
> An important part of reward power is having
control over getting and allocating resources.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 11
Appropriate Use of Reward Power
• Employees should be rewarded for doing a
good job.
• Managers find the exchange influencing
tactic helpful when dealing with others
over whom they have no authority.
> Offer a reward for helping meet objective.
> Incentive can be anything of value.
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with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 12
Guidelines for increasing reward power
Gain
Find
Let
• Gain/maintain control over evaluating performance,
determining raises, promotions and other rewards.
• Find out what others value and reward people in
that way.
• Let people know you control rewards and state your
criteria for giving rewards.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 13
Coercive Power
• The use of coercive power involves
punishment and withholding of rewards to
influence compliance.
> Also called the pressure influencing tactic.
• Appropriate use of coercive power:
> Coercive power is appropriate to use in
maintaining discipline and enforcing rules.
> Employees resent use of coercive power.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 14
Increasing Coercive Power
Guidelines for increasing coercive power:
> Gain authority to use punishment and withhold
rewards,
> Don’t make rash threats,
o Do not use coercion to manipulate others or to gain
personal benefits.
> Be persistent,
o Follow up to make sure requested tasks are
accomplished.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 15
Referent Power
• Referent power is based on the user’s
personal relationships with others.
> Also called the personal appeals influencing tactic.
o based on loyalty and friendship.
• Leaders can use the inspirational appeals
influencing tactic.
> Leader appeals to follower’s values, ideals, and
aspirations, or increases self-confidence by
appealing to follower’s emotions and enthusiasm.
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with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 16
Referent Power
• Appropriate for people with weak or
no position power.
Appropriate • Such as with peers or in selfUse
managed teams.
Increasing
• Develop your people skills.
• Work at your relationships with
managers and peers.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 17
Expert Power
• Expert power is based on the user’s skill
and knowledge.
> Often use rational persuasion influencing tactic.
• Appropriate uses:
> New managers rely on employees’ expertise,
o Followers have influence over leaders.
> Essential when working with other departments
or organizations.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 18
Increasing Expert Power
Guidelines for increasing expert power:
> Increase training to become an expert,
> Attend trade meetings, read publications, keep
up with current trends, write articles, become
an officer in the organization,
> Keep up with latest technology,
o Volunteer to learn something new,
> Project a positive self-concept and develop a
reputation for having expertise.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 19
Information Power
• Information power is based on the user’s
data desired by others.
> Involves access to vital information and
knowledge and control over its distribution.
• Appropriate use of information power:
> When making rational persuasion or
inspirational appeals.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 20
Increasing Information Power
Develop a network
of information
sources.
Have information
flow through you.
Know what is
going on in your
organization.
Serving on a committee helps you gain
information and increase connection power.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 21
Connection Power
• Connection power is based on the user’s
relationships with influential people.
> Leaders use a coalition influencing tactic when
persuading others – a political strategy.
• Appropriate use of connection power:
> When looking for a job or a promotion.
> Can help you get the resources you need.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 22
Increasing Connection Power
Guidelines to increasing connection power:
> Expand your network to managers with power,
> Join the “in-crowd” and “right” associations,
o Sports such as golf may increase your contacts,
> Follow guidelines for using the coalition
influencing tactic,
> Get people to know your name,
o Get all the publicity you can,
o Have your accomplishments known by those in power.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 23
Discussion Questions
• Which influencing tactics do you tend to
use most and least?
• How will you change and develop the
ability to influence using influencing
tactics?
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 24
The Nature of Organizational Politics
• Politics is the process of gaining and using
power – power and politics are related.
• Politics is a social medium of exchange.
> Like money, politics is neither good nor bad.
o Simply a system of getting what you want.
> Money is the economic medium of exchange, but
> Politics is the organizational medium of exchange.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 25
Political Behavior
• Networking is the process of developing
relationships for the purpose of socializing
and politicking.
• Reciprocity involves creating obligations and
developing alliances, and using them to
accomplish objectives.
• Using coalitions as an influencing tactic:
> Developed for a specific objective, and
> Use co-optation to get a person to join your
coalition rather than compete against you.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 26
Exhibit 5.2
Political Behavior and Guidelines for Developing
Political Skills
Learn to read between the lines.
Use the ingratiation tactic with everyone.
Work at being a team player.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 27
Discussion Questions
• How would you rate your political skills,
and which political behavior do you use
most often?
• How will you change and develop your
political skills?
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 28
Networking
• Networking is the best way to find a job.
• “Career” networking is more than a Facebook
account.
• The Networking Process:
1.
2.
3.
4.
5.
Perform a self-assessment and set goals,
Create your one-minute self-sell,
Develop your network,
Conduct networking interviews, and
Maintain your network.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 29
Self-Assessment and Goals
• Self-assessment can clarify your skills,
competencies and knowledge.
o A simple prioritized list will do.
> Accomplishments:
o Provide evidence of your skills and abilities.
> Tie accomplishments to the job interview,
o Use accomplishments to “tell me about yourself”.
> Set networking goals,
o Use the objectives model from chapter 3.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 30
One-Minute Self-Sell
• The one-minute self-sell is an opening
statement used in networking that quickly
summarizes your history and career plan and
asks a question.
> Part 1. History,
o Start with a career summary.
> Part 2. Plans,
o Next, state the target career you are seeking.
> Part 3. Question,
o Last, ask a question, encouraging two-way communication.
• Write out and practice your self-sell.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 31
Develop Your Network
• Begin with who you know.
> Create a written list of about 200 people.
• Categorize your list into professional and
personal contacts.
• Expand your list to people you don’t know.
> Go anywhere professional people gather.
• Develop your ability to remember people
by name.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 32
Discussion Question
• Do people really need a written
networking list?
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 33
Conduct Networking Interviews
Networking in person is important.
> Step 1. Establish a Rapport.
> Step 2. Deliver One-Minute Self-Sell.
> Step 3. Ask Prepared Questions.
> Step 4. Get Additional Contacts for Your Network.
> Step 5. Ask Your Contacts How You Might Help
Them.
> Step 6. Follow Up with a Thank-You Note and
Status Report.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 34
Maintain Your Network
• After building your network, maintain it.
> Say thank you to those who helped you.
> Keep everyone updated.
> Notify everyone of new contact information.
> Use networking to help others.
• Although many companies encourage
employees to use social media.
> Know the company policy and follow the rules.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 35
Discussion Questions
• How would you rate your networking
skills?
• What will you do differently in the future
to improve your networking skills?
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 36
Negotiation
• Negotiating is a process in which two or
more parties have something the other
wants and attempt to come to an
agreement.
> An essential career skill.
> Directly affects your success.
o Good negotiators get more favorable outcomes.
> Influencing tactics, power and politics used
often.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 37
Negotiating
• Negotiations are appropriate in all
situations without a fixed price or deal.
> All parties should believe they got a good deal.
o Negotiation does not have to be a zero-sum game.
o Negotiation is about building relationships.
o Negotiation should be viewed by all parties as an
opportunity to win.
> Negotiation skills can be developed by following
the steps in the negotiation process.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 38
Model 5.1
The Negotiation Process
The key is preparation.
Face-to face is preferred.
Know what is being negotiated.
Agreement?
Put it in writing
and stop selling.
Take your time.
If no progress,
postpone.
No Agreement?
Analyze and
improve for the
future.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 39
Discussion Questions
• How would you rate your negotiation
skills?
• What will you do differently in the future
to improve your negotiation skills?
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 40
Ethics and Influencing
• Power, politics, networking, and negotiating
are all forms of influencing.
o When influencing, it pays to be ethical.
> Influence is what you do with it.
> Confront those you think are unethical.
> Successful negotiators are trusted negotiators.
• When influencing, use the stakeholders’
approach to ethics.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 41
Discussion Questions
• Do you believe that most managers use
influencing (power, politics, networking,
and negotiating) for the good of the
organization or for their own personal
benefit?
• What can be done to help managers be
more ethical in influencing others?
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 42
Key Terms
• coercive power
• connection power
• expert power
• information power
• legitimate power
• negotiating
• networking
• one-minute self-sell
• politics
• power
• reciprocity
• referent power
• reward power
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
5 – 43
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