LEADERSHIP:
Theory, Application, Skill Development
2d Edition
Robert N. Lussier
and Christopher
F. Achua
.
This presentation edited and enhanced by:
George W. Crawford
Asst. Prof. of Mgmt.
Clayton College & State University
Morrow, GA 30260
[email protected]
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
4-1
Chapter 4
Influencing: Power,
Politics,
Networking and
Negotiation
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4-2
Chapter 4
Learning Outcomes
• Position vs personal power
• Differences among legitimate, reward,
coercive, and referent power
• Relationship of power and politics
• Similar use of money and politics
• Steps in networking process
• Steps in negotiation process
• Relationship among: negotiation, conflict,
influencing tactics, power, politics
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4-3
Influencing
The process
of affecting
others’
attitudes
and behavior
to achieve
an objective.
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2 Sources of Power
Position
Personal
Derived from
top management
Derived from the
follower based
on leader’s behavior
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4-5
Rational
Persuasion
Pressure
Legitimization
Coalitions
Inspirational
Appeals
9
Influencing
Tactics
Exchange
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Consultation
Ingratiation
Personal
Appeals
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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
Types of Power
• Legal/Legitimate:
– Comes from appointed/elected position
– Most followers grant this to a leader
• Reward:
– Control of things valued by followers
– Based on exchange relationship
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Types of Power
Referent:
– Based on respect & personal relationships
• Earned respect increases referent power
• Being better liked increases referent power
• Being seen as a team player, dedicated,
and effective increase referent power
– Can be developed by anyone regardless of
other types of power or the lack thereof
– Critical between:
• Leaders & followers
• Peers
• Leaders & their superiors
– Excellent base for a relational or balanced
relational/structural leadership style
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4-8
Types of Power
• Expert:
– Comes from skill, expertise, knowledge
– Makes others dependent on the person
with the power
– Can be for advice, to fix your
computer, etc.
• Information/Resource:
– Comes from control of data, information
or other needed resources
•
•
•
•
$$$
Equipment
Human Resources
Supplies & Material
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4-9
Types of Power
• Coercive/Punishment:
– Ability to punish or withhold rewards
– Often used by peers to enforce norms
• Connection:
– Comes from associating with influential
people
– Political
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4-10
THE SINGLE MOST EFFECTIVE
WAY TO ACCUMULATE POWER
IN AN ORGANIZATION
Regularly provide services,
favors, and assistance to
everyone within the
organization. The more
impossible these acts are to
repay, the greater
the power gain.
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4-11
Politics
• The process
of gaining and
using power
• Fact of life in
organizations
• Neither good
or bad
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4-12
3
Common
Political
Behaviors
Networking
Reciprocity
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Coalitions
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Political Behavior Skill
Development
Reciprocity
Learn the Organizational
Culture & Power Players
Coalitions
Develop Good Working Relationships
Especially with your Manager
Be Loyal, Honest Team Player
Gain Recognition
Networking
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4-14
Networking on the Job
• Key to promotion to
higher management
• Requires social skills
• Is about building
professional relationships
and friendships
• Difficult for women
– Not called “the good old boy
network” for nothing
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4-15
Networking to Find a Job
• Most successful approach
• 2/3 of all jobs
– Word of mouth
– Informal referrals
• Results in more new jobs
than all other methods
combined
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4-16
The Networking Process
• Perform a self-assessment and
set goals
• Create your one-minute self sell
• Develop your network
• Conduct networking interviews
• Maintain your network
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4-17
Perform a Self-Assessment
and Set Goals
• Accomplishments
• Tie accomplishments to the
Job Interview
• Set Networking Goals
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4-18
Create Your
One-Minute Self-Sell
• History of your career
• Plans for the future
• Questions to stimulate
conversation
• Write and Practice
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4-19
Develop Your Network
• Begin with who you know
• Expand to people you don’t
know
– Referrals
– Volunteer work
• Develop ability to remember
peoples’ names
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4-20
Conduct
Networking Interviews
• Not job interviews
• Use network list
• Use many interviews to
reach networking goals
• Informal or via telephone
• You are the interviewer
– Be prepared
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4-21
Conducting Interviews
• Establish rapport
• Deliver your one-minute selfsell
• Ask prepared questions
• Get additional contacts for your
network
• Ask your contacts how you
might help them
• Followup
– Send thank-you notes
– Give status reports
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4-22
NEGOTIATION
• Two or more parties which
are in conflict (disagreement)
working to reach an
agreement
• Common in:
– Job searches
– Labor relations
– Sales
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4-23
Negotiation Process
Plan
Negotiations
Postponement
Agreement
Close the
deal
No
Agreement
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PLAN
• Research the other party(ies)
• Set objectives
– Lower limit
– Objective
– Opening
• Develop options & tradeoffs
• Be prepared to deal with
questions & objections
(especially unstated)
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4-25
NEGOTIATIONS
• Develop rapport
• Keep it professional, never
personal
• Try to get the other person to
make the first offer
•
•
•
•
“He who mentions a dollar amount first,
loses”, Job Hunting adage
Ask questions
Listen
Don’t give in too quickly
Never give something up for
free
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4-26
POSTPONEMENT
• May be advantageous or
disadvantageous
• Most interested party
usually tries to avoid
postponements
– May try to create a sense of
urgency
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4-27
Agreement
• Both sides should feel good
about the agreement
• Get it in writing
• Quit selling
• Start work on a personal
relationship
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4-28
Disagreement
• Accept that agreement isn’t
possible
• Learn from the failure
• Ask the other party what
you did right & wrong
• Analyze and plan for the
next time
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4-29
Negotiation Adage
• “If you can’t afford to
walk away, or at least
convince the other side
that you will walk away,
you’ve already lost.”
– Convincing others you will walk
away when you can’t is very
tough.
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4-30
Discussion Question #1
• What are the nine
influencing tactics?
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4-31
Discussion Question #2
• What are the
seven types of
power?
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4-32
Discussion Question #3
• Which two types of
power do effective
leaders most
commonly use?
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4-33
Discussion Question #4
• What is the
similarity and
differences between
social exchange
theory and strategic
contingencies theory?
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4-34
Discussion Question #5
• What are three
political behaviors
and four guidelines
for developing
political skills?
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4-35
Discussion Question #6
• Can management
order the end of
power and politics
in their
organizations?
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4-36
Discussion Question #7
• Should people be
judged based on
their social skills?
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4-37
Discussion Question #8
• Do you believe
that networking is
really all that
important?
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4-38
Discussion Question #9
• Do people really
need a written
networking list?
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4-39
Discussion Question #10
• How many interview
questions should you
bring to a networking
interview?
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4-40
Discussion Question #11
• What type of
situation is the goal
of negotiation?
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4-41
Discussion Question #12
• What are the steps
in planning a
negotiation?
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4-42
Discussion Question #13
• What are the
steps in
negotiations?
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4-43