3. 3
Power
• Is the leader’s potential influence over
f ll
followers
• Often does not have to be used to influence
followers
• Used to get people to do what they
otherwise would not do
otherwise would not do
5
Power (cont.)
• Can be seen as negative and manipulative
• Power within organizations should be viewed
in a positive sense
• Without power, organizational objectives
could not be achieved
• Required for leadership
• Required for leadership
6
5. 5
Personal Power
• Is derived from the followers
• Is based on the leader’s behavior
• Followers can have personal power over
leaders
• A manager should have both personal power
and position power
and position power
9
Influencing Tactics
Rational
persuasion
Inspirational
appeal
Pressure Consultation
Legitimization Ingratiation
Influencing
Influencing
Tactics
Tactics
10
Coalitions Personal
appeal
Exchange
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
6. 6
Types of Power
• 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
11
Types of Power (cont.)
• To increase legitimate power:
– Get management experience
Get management experience
– Work to gain the perception of power
– Exercise your authority regularly
– Use rational persuasion
– Explain the need for the objective
– Explain how others will benefit
– Provide evidence that the objective can be met
j
– Explain potential problems and their handling
– Explain why your plan is better than others
– Back up your authority with rewards and
punishment
12
7. 7
Types of Power (cont.)
• 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
13
Types of Power (cont.)
• 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
14
8. 8
Types of Power (cont.)
• Coercive power
I l i h t d ithh ldi f d
– 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
– 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 15
Types of Power (cont.)
• 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
16
9. 9
Types of Power (cont.)
• Referent power
I b d th ’ l l ti hi
– 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
p y p g
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 17
Types of Power (cont.)
• 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
18
10. 10
Types of Power (cont.)
• 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
p g
– People respect experts
– Uses rational persuasion
19
Types of Power (cont.)
• To increase expert power:
Take training and educational programs
– 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
20
11. 11
Types of Power (cont.)
• 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
y g p
managers’ jobs
– Uses rational persuasion and inspirational
appeals
21
Types of Power (cont.)
• 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
22
12. 12
Types of Power (cont.)
• Connection power
I b d th ’ l ti hi ith
– 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
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
23
Types of Power (cont.)
• To increase connection power:
E d t k f t t ith
– 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
g
– Get people to know your name
– Gain all the publicity you can
– Have your accomplishments known by people in
power by sending notices
24
13. 13
Acquiring and Losing Power
• Power can change over time
• Personal power can be easily gained or lost
• 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
25
Politics
• 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
26
14. 14
Politics Is a Medium of Exchange
• Politics has a negative connotation due to
th h b liti l
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
27
Common Organizational
Political Behaviors
Common
Common
Organizational
Organizational
Political
Political
B h i
B h i
Reciprocity
Networking
28
Coalitions
Behaviors
Behaviors
15. 15
Networking
• Is the process of developing relationships for
th f i li i d liti ki
the purpose of socializing and politicking
• Contributes most to successful management
advancement; more than the other three
activity categories of managers:
– Traditional management
Traditional management
– Communication
– Human resource management
29
Reciprocity
• Involves creating obligations and developing
lli d i th t li h
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
to be collected at a future time
30
16. 16
Building Coalitions
• Uses reciprocity and networking
• Is a political influence tactic
• Co‐optation
– Getting a person whose support is needed to
join a coalition
31
Guidelines for Developing
Political Skills
Learn the organizational
Reciprocity Coalitions
Learn the organizational
culture and power players
Develop good working relationships,
especially with your manager
Be a loyal, honest team player
Gain recognition
32
Networking
Gain recognition
17. 17
Learn the Organizational
Culture and Power Players
• 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
33
Develop Good Working Relationships, Especially
with Your Manager
• Learn to share goals and priorities with your manager
• Make or beat all deadlines
• 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
34
18. 18
Be a Loyal, Honest Team Player
• 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
35
Gain Recognition
• Find ways to let the power players know that
d i d j b
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
officer
36
19. 19
Networking
• Is more successful than all other methods
combined for finding employment
combined for finding employment
• Is also used for:
– Developing a business
– Job satisfaction
– Enhanced performance
– Salary
Salary
– Power
– Promotions
• Is a learned skill that everyone struggles with,
especially women
37
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
38
20. 20
Perform a Self‐Assessment
and Set Goals
• List and prioritize your talents and the
h t i ti f id l j b
characteristics of an ideal new career or job
• Translate your talents into accomplishments
• Tie your accomplishments to the job
interview
• Set networking goals
• Set networking goals
39
Create Your One‐Minute Self‐Sell
• History of your career
– Include:
Include:
– Your most recent career or school history
– A description of the type of work or courses you have taken
• Plans for the future
– State:
– The target career you are seeking
– The industry you prefer
– A specific function or role
• Questions to stimulate conversation
– Encourage two‐way communication
• Write your script and practice your speech
40
21. 21
Develop Your Network
• Begin with who you know
• Expand to people you don’t know
– Referrals
– Volunteer work
• Develop your ability to remember peoples’
names
names
41
Conduct Networking Interviews
• Use your network list of people to set up a
t ki i t i t t l
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
• You are the interviewer
– Be prepared
42
22. 22
Conduct Networking
Interviews (cont.)
• Establish rapport
D li i t lf ll
• 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
Follow up
– Send thank‐you notes (FEW DO!)
– Give status reports
43
Negotiation
• Is a process in which two or more parties are
i fli t ki t h t
in conflict working to reach an agreement
• Is a core competency in life
• Common in:
– Job searches
Labor relations
– Labor relations
– Sales
44
23. 23
Negotiating
• Negotiation is often a zero‐sum game; one
t ’ i i th th t ’ l
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
• All parties should believe they got a good
deal
45
The Negotiation Process
Plan
Plan
Plan
Plan Agreement
Agreement
Agreement
Agreement
Plan
Plan
Plan
Plan
Postponement
Postponement
Postponement
Postponement
Close the deal.
Close the deal.
Close the deal.
Close the deal.
No Agreement
No Agreement
Find out why for
Find out why for
future
future
No Agreement
No Agreement
Find out why for
Find out why for
future
future
Negotiations
Negotiations
Negotiations
Negotiations
46
p
p
p
p future
future
negotiations.
negotiations.
future
future
negotiations.
negotiations.
24. 24
The Negotiation Process: Plan
• Research the other party(ies)
• Set objectives
– Specific lower limit
– Target objective
– Opening objective
• Develop options and trade offs
• Develop options and trade‐offs
• Be prepared to deal with questions and
objections (especially unstated ones)
47
The Negotiation Process: Negotiations
• 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
48
25. 25
The Negotiation Process: Postponement
• When you are not getting what you want, you
t t t
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
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
49
The Negotiation Process: Agreement
• Get it in writing
• Quit selling
• Start working on a personal relationship
50
26. 26
The Negotiation Process:
No Agreement
• 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
51
Ethics and Influencing
• 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
organizational objectives
• It is tempting to be unethical but the price is
often high
52
27. 27
Ethics and Influencing (cont.)
• Confront others for unethical political
b h i
behavior
• Report unethical behavior in others
• Build networks based on mutually beneficial
relationships
• Tell the truth in negotiations and demand the
• 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
53
