Leadership ch04

LeadershipInfluencing: Power, Politics, Networking, and Negotiation

1. Lussie, Robert N., Christopher F. Achuan.2010. Leadership: Theory, Application and Skill Development. 4ed. South – Western Cengage Learning.

2. Hughes, Richard L., Robert C. Ginnett, Gordon J. Curphy, Leadership: Enhancing the Lessons of Experience. 6th ed. McGraw-Hill.

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• Explain the differences between position power and personal power.

• Discuss the differences among legitimate, reward, coercive, and referent power.

• Discuss how power and politics are related.

• Describe how money and politics have a similar use.

• List and explain the steps in the networking process.

• List the steps in the negotiation process.

• Explain the relationships among negotiation and conflict, influencing tactics, power, and politics.

• Define the key terms listed at the end of the chapter.

Chapter 4 Learning Outcomes

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Leadership and Influence

• Leadership

• Is the “influencing” process of leaders and followers to achieve organizational

objectives through change

• Influencing • Is the process of affecting others’ attitudes and behavior in order to achieve an

objective

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Influence

• Is required to:

• Gain power

• Play organizational politics

• Network

• Negotiate

• Get what you want

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Discussion Question #1

Is power good or bad for organizations?

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Power

• Is the leader’s potential influence over followers

• Often does not have to be used to influence followers

• Used to get people to do what they otherwise would not do

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Power (cont.)1. Can be seen as negative and manipulative

2. Power within organizations should be viewed in a positive sense

3. Without power, organizational objectives could not be achieved

4. Required for leadership

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Position

Personal

Derived fromtop management

Derived from thefollowers basedon leader’s behavior

Sources of Power

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Position Power

1. Is derived from top management

2. Is delegated down the chain of command

3. Results from holding a management position

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Personal Power

1. Is derived from the followers

2. Is based on the leader’s behavior

3. Followers can have personal power over leaders

4. A manager should have both personal power and position

power

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Rationalpersuasion

Inspirationalappeal

Pressure Consultation

Legitimization Ingratiation

CoalitionsPersonalappeal

InfluencingTactics

Exchange

Influencing Tactics

Source: Adapted from J. French and B. H. Raven. 1959. “The Bases of Social Power.” In Studies of Social Power, D. Cartwright, ed. Ann Arbor, MI: Institute for Social Research

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• Legitimate power

• Is based on the user’s position power, given by the

organization

• Employees agree to comply with management authority in

return for the benefits of membership

• Most day-to-day manager–employee interactions are based

on legitimate power

Types of Power

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• To increase legitimate power:• Get management experience• Work to gain the perception of power• Exercise your authority regularly

• Use rational persuasion

1. Explain the need for the objective2. Explain how others will benefit3. Provide evidence that the objective can be met4. Explain potential problems and their handling5. Explain why your plan is better than others

1. Back up your authority with rewards and punishment

Types of Power (cont.)

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• Reward power • Is based on the user’s ability to influence others with something of value to them

• Impacts performance expectations and achievement

• A leader’s power is strong or weak based on his or her ability to reward and punish

• Uses the exchange influence tactic

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• To increase reward power:• Have control over employee evaluations, raises, promotions, etc.

• Find out what others value, and use it to reward them

• Let people know you control rewards, and state your criteria for receiving them


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• Coercive power• Involves punishment and withholding of rewards to influence employee

compliance

• Uses the pressure influencing tactic

• Often used by peers to enforce norms

• Used to maintain discipline and enforce rules

• Without it, employees may ignore the leader

• Overuse undermines the leader’s authority and creates hostile opposition

• Has generally been declining as an influence technique


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• To increase coercive power:

•Gain authority to use punishment and withhold rewards

•Make sure employees know the rules and penalties

•Remain calm and encourage improvement

•Do not make rash threats

•Do not use coercion to manipulate others or gain personal benefits

•Be persistent, set deadlines, and check progress often


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• Referent power• Is based on the user’s personal relationships with others

• Uses the personal appeals and inspirational appeals influencing

tactics

• Stem primarily from friendship, or the employee’s attractiveness

to the person using power

• Being liked or the desire to be liked gives referent power

• Is appropriate for people with weak, or no, position power, such

as with peers


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• To increase referent power:• Develop people skills

• Remember that not only managers have referent power

• Work at having good relationships with managers, peers, and subordinates


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• Expert power• Is based on the user’s skill and knowledge

• Makes others dependent on the person with the power

• Can be a factor of personal power

• Can lead to promotion into management

• People respect experts

• Uses rational persuasion


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• To increase expert power:

• Take training and educational programs

• Attend trade or professional association meetings and programs

• Read professional and trade journals

• Get published in professional journals

• Keep up with new technology

• Project a positive self-concept

• Let people know about your expertise to develop a reputation

• Display diplomas, licenses, publications, and awards


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• Information power• Is based on the user’s data desired by others

• Distortion of data can promote position

• Employees provide information to managers, which can also be distorted

• Conveying information is part of most managers’ jobs

• Uses rational persuasion and inspirational appeals


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• To increase information power:• Have information flow through you

• Know what is going on in the organization

• Develop and use a network of information sources


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• Connection power• Is based on the user’s relationship with influential people

• Is a form of politics

• Contacts or friends can influence persons you deal with

• If people know you are friendly with powerful people, they will tend to gain

the perception that you have power as well

• Can be enhanced using the coalition influencing tactic


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• To increase connection power:• Expand your network of contacts with important managers who have

power

• Join the “in crowd” and the “right” associations and clubs

• Follow the guidelines for using the coalition influencing tactic

• Get people to know your name

• Gain all the publicity you can

• Have your accomplishments known by people in power by sending notices


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• Power can change over time

• Personal power can be easily gained or lost

• Abuse of power will result in loss of power

• Social exchange theory explains how power is gained and lost

as reciprocal influence processes occur over time between

leaders and followers

• Social interaction is an exchange of benefits or favors

Acquiring and Losing Power

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• Is the process of gaining and using power

• Managers use their existing position power and politics to

increase their power

• Is a reality of organizational life

Politics

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• Politics has a negative connotation due to those who abuse

political power

• It is a medium of exchange

• Like money, political power is neither good or bad; it is its

use that determines this

Politics Is a Medium of Exchange

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Can management stop the use of power and politics in their organizations?

Discussion Question #2

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Coalitions

CommonOrganizational

PoliticalBehaviors

Common Organizational Political Behaviors

Reciprocity

Networking

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• Is the process of developing relationships for the purpose of socializing and

politicking

• Contributes most to successful management advancement; more than the other

three activity categories of managers:

• Traditional management

• Communication

• Human resource management

Networking

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Reciprocity

• Involves creating obligations and developing alliances, and

using them to accomplish objectives

• Uses the exchange influence tactic

• Doing something for someone creates a debt to be collected

at a future time

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Building Coalitions

• Uses reciprocity and networking

• Is a political influence tactic

• Co-optation

• Getting a person whose support is needed to join a coalition

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Reciprocity Coalitions

Networking

Learn the organizational culture and power players

Develop good working relationships,especially with your manager

Be a loyal, honest team player

Gain recognition

Guidelines for Developing Political Skills

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• Develop connection power through politicking

• Learn the cultural shared values and beliefs

• Learn how politics operate within the organization

• Learn who has power and what makes them tick

• Tailor presentations of ideas to fit the power player’s needs

• Network with power players

• Do favors for power players

• Develop coalitions with key players

• Select a mentor who is good at politics

• Observe those who are good at politics and copy their behavior

Learn the Organizational Culture and Power Players

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• Learn to share goals and priorities with your manager

• Make or beat all deadlines

• Ask your manager for advice

• Never let your manager be embarrassed or surprised in public because of your

actions

• Avoid showing up your manager in public

• Include your manager in your network and coalitions

• Do favors for your manager

• Use the ingratiation tactic with everyone

Develop Good Working Relationships, Especially with Your Manager

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• Ethical behavior is important

• Do not backstab or gossip

• Earn others’ respect, confidence, and trust

• Develop a support group or team

• Remember, the trend is toward teamwork

Be a Loyal, Honest Team Player

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• Find ways to let the power players know that you are doing a good job

• Let higher-ups know about your expertise and contributions through your

network

• Serve on committees and try to become an officer

Gain Recognition

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• Is more successful than all other methods combined for finding employment

• Is also used for:

• Developing a business

• Job satisfaction

• Enhanced performance

• Salary

• Power

• Promotions

• Is a learned skill that everyone struggles with, especially women

Networking

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• Perform a self-assessment and set goals

• Create your one-minute self-sell

• Develop your network

• Conduct networking interviews

• Maintain your network

The Networking Process

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• List and prioritize your talents and the characteristics of an ideal new career or

job

• Translate your talents into accomplishments

• Tie your accomplishments to the job interview

• Set networking goals

Perform a Self-Assessment and Set Goals

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1. History of your career

• Include:

• Your most recent career or school history

• A description of the type of work or courses you have taken

2. Plans for the future• State:• The target career you are seeking• The industry you prefer• A specific function or role

3. Questions to stimulate conversation• Encourage two-way communication

4. Write your script and practice your speech

Create Your One-Minute Self-Sell

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• Begin with who you know

• Expand to people you don’t know

• Referrals

• Volunteer work

• Develop your ability to remember peoples’ names

Develop Your Network

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• Use your network list of people to set up a networking

interview to meet your goal

• May take many interviews to meet a goal

• Usually a phone call or 20-minute face-to-face meeting

• You are the interviewer

• Be prepared

Conduct Networking Interviews

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• Establish rapport• Deliver your one-minute self-sell• Ask prepared questions• Get additional contacts for your network• Ask your contacts how you might help them• Follow up• Send thank-you notes (FEW DO!)• Give status reports

Conduct Networking Interviews (cont.)

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• Is a process in which two or more parties are in conflict

working to reach an agreement

• Is a core competency in life

• Common in:

• Job searches

• Labor relations

• Sales

Negotiation

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• Negotiation is often a zero-sum game; one party’s gain is the

other party’s loss

• Sell your ideas to convince the other party to give you what

you want

• Try to work toward a win-win result

• All parties should believe they got a good deal

Negotiating

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Plan

Postponement

AgreementClose the deal.

No AgreementFind out why for future negotiations.

Negotiations

The Negotiation Process

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• Research the other party(ies)• Set objectives

• Specific lower limit

• Target objective

• Opening objective

• Develop options and trade-offs

• Be prepared to deal with questions and objections (especially

unstated ones)

The Negotiation Process: Plan

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• Develop rapport

• Focus on obstacles, not the person

• Let the other party make the first offer

• Listen

• Ask questions

• Don’t give in too quickly

• Ask for something in return

The Negotiation Process: Negotiations

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• When you are not getting what you want, you may try to create urgency

• When the other party becomes resistant, remember that a hard sell will not work

• If the other party is creating urgency, be sure it is really urgent

• Don’t be pressured into making a deal you may regret later• If you do want to postpone, give the other party a specific

time you will get back to them

The Negotiation Process: Postponement

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• Get it in writing

• Quit selling

• Start working on a personal relationship

The Negotiation Process: Agreement

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• Accept that agreement isn’t possible

• Learn from the failure

• Analyze and plan for the next time

• Ask the other party what you did right and wrong

The Negotiation Process: No Agreement

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• It pays to be ethical with influencing tactics

• Power is only unethical when used to promote your self-

interest at the expense of others

• Used ethically, power helps to meet organizational

objectives

• It is tempting to be unethical but the price is often high

Ethics and Influencing

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• Confront others for unethical political behavior

• Report unethical behavior in others

• Build networks based on mutually beneficial relationships

• Tell the truth in negotiations and demand the truth from the

other party

• Use the stakeholders’ approach to ethics and create a win-

win situation

Ethics and Influencing (cont.)

Business

Leadership ch04