Professional Documents
Culture Documents
Leader ship Chương 5
Leader ship Chương 5
Influencing: Power,
Politics,
Networking, and
Negotiation
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Leadership: Theory, application and skill development
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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.
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Leadership: Theory, application and skill development
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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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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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Leadership: Theory, application and skill development
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Legitimate Use of Rational Persuasion
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Guidelines for a rational persuasion
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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
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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
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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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Guidelines for increasing reward power
• Gain/maintain control over evaluating performance,
determining raises, promotions and other rewards.
Gain
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Leadership: Theory, application and skill development
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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.
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Leadership: Theory, application and skill development
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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
Leadership: Theory, application and skill development
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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.
© 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
Leadership: Theory, application and skill development
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Referent Power
• Appropriate for people with
Appropriate weak or no position power.
Use • Such as with peers or in self-
managed teams.
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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
Leadership: Theory, application and skill development
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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.
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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.
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Increasing Information Power
Develop a network
Have information of information
flow through you. sources.
Know what is
going on in your
organization.
Serving on a committee helps you gain
information and increase connection power.
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Leadership: Theory, application and skill development
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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
Leadership: Theory, application and skill development
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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
Leadership: Theory, application and skill development
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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.
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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.
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Exhibit 5.2
Political Behavior and Guidelines for Developing
Political Skills
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Networking
• Networking is the best way to find a job.
• “Career” networking is more than a Facebook
account.
• The Networking Process:
1. Perform a self-assessment and set goals,
2. Create your one-minute self-sell,
3. Develop your network,
4. Conduct networking interviews, and
5. Maintain your network.
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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.
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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/ highlights of your previous
performance (or your background/ personality/ achievement…).
> 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.
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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.
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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
Leadership: Theory, application and skill development
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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.
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Leadership: Theory, application and skill development
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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.
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Leadership: Theory, application and skill development
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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.
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Model 5.1
The Negotiation Process
Agreement?
Put it in writing
and stop selling.
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Leadership: Theory, application and skill development
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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.
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Leadership: Theory, application and skill development
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Key Terms
• coercive power • one-minute self-sell
• connection power • politics
• expert power • power
• information power • reciprocity
• legitimate power • referent power
• negotiating • reward power
• networking
© 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
Leadership: Theory, application and skill development
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