Do you know Applications and Theories of Leadership 2?

Chapter 5 Notes

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.

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.

· Nonmanagers can have personal power but only managers can have position power.

· Successful leaders share power (empowerment) by pushing power down the chain of command.

Legitimate Power:

· Legitimate power is based on the user’s position power, given by the organization.

· Appropriate use of legitimate power:

· When asking people to do something that is within the scope of their job.

· Helpful to use the consultation influencing tactic.

· Seek and are open to input.

· Also known as participative management and empowering employees.

Legitimate Use of Rational Persuasion:

· Managers find the rational persuasion influencing tactic helpful:

· when meeting objectives through employees, or

· 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.

· Sandwich Equation: Good bad good.

Increasing Legitimate Power:

Guidelines for increasing legitimate power:

· Increase management experience,

· Could be part of the job such as team leader.

· Exercise authority regularly,

· Follow up making sure objectives are met.

· Follow rational persuasion guidelines,

· Especially when authority is questioned.

· Back up your authority with rewards and punishment.

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.

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.

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.

Increasing Coercive Power:

Guidelines for increasing coercive power:

· Gain authority to use punishment and withhold rewards,

· Don’t make rash threats,

· Do not use coercion to manipulate others or to gain personal benefits.

· Be persistent,

· Follow up to make sure requested tasks are accomplished.

Referent Power:

· Referent power is based on the user’s personal relationships with others.

· Also called the personal appeals influencing tactic.

· 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.

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,

· Followers have influence over leaders.

· Essential when working with other departments or organizations.

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,

· Volunteer to learn something new,

· Project a positive self-concept and develop a reputation for having expertise.

Increasing Information Power:

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.

Increasing Connection Power:

Guidelines to increasing connection power:

· Expand your network to managers with power,

· Join the “in-crowd” and “right” associations,

· Sports such as golf may increase your contacts,

· Follow guidelines for using the coalition influencing tactic,

· Get people to know your name,

· Get all the publicity you can,

· Have your accomplishments known by those in power.

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.

· Simply a system of getting what you want.

· Money is the economic medium of exchange, but

· Politics is the organizational medium of exchange.

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.

Political Behavior and Guidelines for Developing Political Skills:

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.

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.

· Good negotiators get more favorable outcomes.

· Influencing tactics, power and politics used often.

Negotiating:

· Negotiations are appropriate in all situations without a fixed price or deal.

· All parties should believe they got a good deal.

· Negotiation does not have to be a zero-sum game.

· Negotiation is about building relationships.

· 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.

Ethics and Influencing:

· Power, politics, networking, and negotiating are all forms of influencing.

· 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.

Have information flow through you.

Know what is going on in your organization.

Develop a network of information sources.