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Chapter5.pptx

Influencing: Power, Politics, Networking, and Negotiation

Chapter 5 Part One: Individuals As Leaders

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Learning Outcomes

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.

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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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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.

Sources of Power

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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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Sources and Types of Power with Influencing Tactics

Exhibit 5.1

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.

Exhibit 5.1

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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:

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.

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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.

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Guidelines for a rational persuasion

Explain why objective needs met.

Explain how meeting the objective benefits the other party.

Provide evidence the objective can be met.

Explain how problems or concerns will be handled.

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.

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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.

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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

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Gain

Gain/maintain control over evaluating performance, determining raises, promotions and other rewards.

Find

Find out what others value and reward people in that way.

Let

Let people know you control rewards and state your criteria for giving rewards.

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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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.

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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.

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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Referent Power

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Appropriate Use

Appropriate for people with weak or no position power.

Such as with peers or in self-managed teams.

Increasing

Develop your people skills.

Work at your relationships with managers and peers.

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.

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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,

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

Serving on a committee helps you gain information and increase connection power.

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Have information flow through you.

Know what is going on in your organization.

Develop a network of information sources.

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.

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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,

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.

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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?

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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.

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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Political Behavior and Guidelines for Developing Political Skills

Exhibit 5.2

Learn to read between the lines.

Use the ingratiation tactic with everyone.

Work at being a team player.

Exhibit 5.2

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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?

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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:

Perform a self-assessment and set goals,

Create your one-minute self-sell,

Develop your network,

Conduct networking interviews, and

Maintain your network.

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Self-Assessment and Goals

Self-assessment can clarify your skills, competencies and knowledge.

A simple prioritized list will do.

Accomplishments:

Provide evidence of your skills and abilities.

Tie accomplishments to the job interview,

Use accomplishments to “tell me about yourself”.

Set networking goals,

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,

Start with a career summary.

Part 2. Plans,

Next, state the target career you are seeking.

Part 3. Question,

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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Discussion Question

Do people really need a written networking list?

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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.

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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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Discussion Questions

How would you rate your networking skills?

What will you do differently in the future to improve your networking skills?

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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.

Good negotiators get more favorable outcomes.

Influencing tactics, power and politics used often.

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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.

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.

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The Negotiation Process

Model 5.1

Model 5.1

The key is preparation.

Know what is being negotiated.

Face-to face is preferred.

Agreement?

Put it in writing

and stop selling.

No Agreement?

Analyze and improve for the future.

Take your time.

If no progress, postpone.

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Discussion Questions

How would you rate your negotiation skills?

What will you do differently in the future to improve your negotiation skills?

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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.

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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?

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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

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