management
Empowering Human Potential at Work
MGT 551
Mastering Power
Aspects of Influence
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What is Influence?
A person or thing with the capacity to have an effect on the character, development, or behavior of someone or something.
This may include the ability to:
- Win others to your way of thinking
- Get people to like you
- Be persuasive
- Be able to change people’s minds without resentment
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Influence vs. Motivation
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How do people go about applying external influence or being externally influenced?
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External Influencers
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Power and Influence
Power and Influence
Power is the ability to get others to do
what needs to be done
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- Leadership based on occupying a position within an organization
- Team leaders
- Plant managers
- Department heads
- Directors
- An individual perceived by others as the most influential member of a group or organization regardless of the individual’s title
- Emerges over time through communication behaviors
- Verbal involvement
- Being informed
- Seek other’s opinions
- Being firm but not rigid
Assigned
Emergent
Power and Influence
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Position Power
What an individual can do based on position in the organization
Types of Position Power
- Reward power
- “you can have this if you do this”
- Coercive power
- “do this or I’ll take this away”
- Legitimate power
- “do it because I’m your boss”
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Types of Position Power
- Process power
- Control over methods of production and analysis due to being in a position to influence how inputs are transformed into outputs for the firm
- Information power
- Access to / control of info. (IT / HR)
- Representative power
- Formal right conferred by the firm to speak for a group across departments or outside the firm (Union Steward)
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- Demonstrating work unit relevance to organizational goals and needs
- Increasing task relevance of one’s own activities and work unit’s activities
- Attempting to define tasks so they are difficult to evaluate
Building Position Power
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Personal Power
How the leader is perceived as a person
Types of Personal Power
Expert power
Special skill / knowledge influence behavior
Referent power
Admirable and likeable qualities that influence behavior (role model)
Rational Persuasion
Convincing another of the desirability of a goal and a reasonable way of achieving it
Coalition power
An individual owes an obligation to you as part of a larger collective interest
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Building expertise
- Advanced training and education, participation in professional associations, and project involvement
Political savvy
- Learning ways to negotiate, persuade, and understand goals and means that others accept
Enhancing likeability
- Create personal attraction in relationships with other people
Building Personal Power
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Passion
Engagement
Agreement
Compliance
Apathy
Passive resistance
Active resistance
Goal: Gain Buy-In
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Strategies for Increasing your Influence
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- Know your strengths / weaknesses
- Strengthen communication skills
- Recognize your ‘filters’
- Empower others
- Build rapport
- Leverage your expertise
- Model the way
Influence Strategies
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- What do your assessments tell you?
- What have others told you?
- What do you past successes and failures tell you?
- What consistencies exist?
Strengths and Weaknesses
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Biases that can cause snap judgments
- Age
- Race
- Gender
- Culture
- Religion
- Language
- Politics
- Income
- Education
- Others?
Filters
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- Share power with others
- Offer others to take the lead
- Stress individual accountability and responsibility
- Give others INFLUENCE to get things done!
Empowering Others
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- Establish common ground
- Build coalitions
- Treat people with respect and make them feel special
- Appeal to peoples’ needs
- “Piggy Bank” – the more goodwill you deposit, the greater the rapport you will build with the individual or group.
Building Rapport
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- Take on leadership opportunities
- Collect credible resources
- Benchmark best practices
- Also admit when you are not an expert
Leveraging Expertise
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- Clarify values by finding your voice and affirming shared values
(your authentic self) - Set the example by aligning actions with shared values
- Be fair, transparent and accountable
“Model the Way”
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What is Your
Influence Profile?
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MGT 575
- I3
- Power
- Communication
- Styles from the articles
- LPI 360*
- GSI
- OCI
- DiSC
- Others?
Influence Profile
Others
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Interpersonal
Influence
Inventory
How do you come across to others?
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The III is designed to help individuals:
- Measure behaviors used when attempting to influence others
- Become familiar with the four influence styles
- Identify areas of strength and areas for
improvement - Apply newly learned skills on the job
Assessment Learning Goals
Interpersonal Influence Model
Thoughts – Self-confident. Believe individuals have rights and desires should not be denied/pursued at expense of others.
Emotions – Even-tempered. Anger/frustration is controlled and directed at behavior/situations, not at people.
Nonverbal Behavior – Upright, comfortable posture. Direct eye contact. Appropriate tone of voice.
Verbal Behavior – Clear, direct, concise. Use of first person. Direct expression of views. Open to other viewpoints.
Assertive Behavior
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Thoughts – Don’t speak their minds. Lack confidence. Don’t want to disturb relationship. Don’t wish to disagree. Believe they are inadequate; others have rights but they don’t.
Emotions – Keep feelings hidden from others. Feel victimized, depressed. Resentment/anger may build up until becoming aggressive.
Nonverbal Behavior – Slumped posture, downcast eyes, nervous gestures, other similar behaviors.
Verbal Behavior – Weak voice/stilted speech. Frequent use of qualifiers when speaking.
Passive Behavior
Thoughts – Hostile thoughts. Believe they have rights but others do not; they should always be in control; and they are never wrong. Worry about themselves. Are not afraid of hurting others.
Emotions – Hostility, anger, tension.
Nonverbal Behavior – Rigid posture. Glaring eye contact. Controlled and icy rather than openly, physically aggressive.
Verbal Behavior – Indirect expression of insults and threats. Gossip and sabotage are likely.
Concealed Aggressive Behavior
Thoughts – Hostile thoughts. Believe they have rights but others do not; they should always be in control; and they are never wrong. Worry about themselves. Are not afraid of hurting others.
Emotions – Anger, hostility, resentment. Feel that the world is against them. Frustrated and under stress.
Nonverbal Behavior – Fighting stance. Rigid and tense posture. Glaring at others. Finger pointing and fist shaking.
Verbal Behavior – Loud, haughty tone of voice. Use insults, derogatory comments. Verbal abuse. Direct, forceful, rude interactions with others.
Openly Aggressive Behavior
Behavior that enables a person to act in his or her own best interests, to stand up for him- or herself without undue anxiety, to express his or her honest feelings comfortably, or to exercise his or her own rights without denying the rights of others.
Assertive Behavior
- A characteristic of behavior, not a person.
- Person- and situation-specific, not universal.
- In the eye of the beholder. It must be viewed in a cultural and situational context.
- Predicated on the individual’s ability to choose freely his or her actions.
- A characteristic of socially effective, non-hurtful behavior.
Assertiveness is…
A Context for Organizational Influence
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Model of Organizational Influence – Macro
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Model of Organizational Influence – Micro
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Model of Organizational Influence – Micro
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Management Department Faculty Peers
- Ed Balotsky
- Alfredo Mauri
- Eric Patton
- Lucy Ford
- George Lutzow
- John Neiva
- David Steingard
- Sangcheol Song
- Elena Lvina
- Lisa Nelson
- Ken Weidner
- Patrick Saparito
- Kenny Kury
- Ron Dufresne
- Bill McDevitt
- Regina Robson
Organizational Influencers
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Management Department
Adjunct Faculty Peers
- Ron Duska
- Melissa Fender
- John Fleming
- Jeff Gossner
- Lou Gretta
- Jan Harris
- Jamie McMahon
- Barry Lurie
- Ann McNally
- Meghan Patton
- Tricia Rafferty
- Ed Robson
- Mark Slattery
- Jim Taylor
Organizational Influencers
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HSB Dean’s Office
- Joe DiAngelo
- Steve Porth
- Pat O’Brien
- Vana Zervanos
HSB Administrators
- HSB Computing
Organizational Influencers
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MGT Department Chairperson
Administrators (Provost)
- Students
- Others
- Staff
- Donors
- Vendors
- Partners (ARAMARK)
Organizational Influencers
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