Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-1
Chapter 4
Influencing: Power,
P...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-2
Influencing
The process
of affe...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-3
2 Sources of Power
Position
Per...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-4
Types of Power
• Legal/Legitima...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-5
Types of Power
Referent:
– Base...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-6
Types of Power
• Expert:
– Come...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-7
Types of Power
• Coercive/Punis...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-8
THE SINGLE MOST EFFECTIVE
WAY T...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-9
Politics
• The process
of gaini...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-10
Networking
Reciprocity
Coaliti...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-11
Political Behavior Skill
Devel...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-12
Networking on the Job
• Key to...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-13
Networking to Find a Job
• Mos...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-14
The Networking Process
• Perfo...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-15
Perform a Self-Assessment
and ...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-16
Create Your
One-Minute Self-Se...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-17
Develop Your Network
• Begin w...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-18
Conduct
Networking Interviews
...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-19
Conducting Interviews
• Establ...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-20
NEGOTIATION
• Two or more part...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-21
Negotiation Process
Plan
Postp...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-22
PLAN
• Research the other part...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-23
NEGOTIATIONS
• Develop rapport...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-24
POSTPONEMENT
• May be advantag...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-25
Agreement
• Both sides should ...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-26
Disagreement
• Accept that agr...
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-27
Negotiation Adage
• “If you ca...
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Ch04 leadership

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Ch04 leadership

  1. 1. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-1 Chapter 4 Influencing: Power, Politics, Networking and Negotiation
  2. 2. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-2 Influencing The process of affecting others’ attitudes and behavior to achieve an objective.
  3. 3. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-3 2 Sources of Power Position Personal Derived from top management Derived from the follower based on leader’s behavior
  4. 4. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-4 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
  5. 5. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-5 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
  6. 6. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-6 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
  7. 7. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-7 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
  8. 8. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-8 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.
  9. 9. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-9 Politics • The process of gaining and using power • Fact of life in organizations • Neither good or bad
  10. 10. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-10 Networking Reciprocity Coalitions 3 Common Political Behaviors
  11. 11. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-11 Political Behavior Skill Development Reciprocity Coalitions Networking Learn the Organizational Culture & Power Players Develop Good Working Relationships Especially with your Manager Be Loyal, Honest Team Player Gain Recognition
  12. 12. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-12 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
  13. 13. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-13 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
  14. 14. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-14 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
  15. 15. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-15 Perform a Self-Assessment and Set Goals • Accomplishments • Tie accomplishments to the Job Interview • Set Networking Goals
  16. 16. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-16 Create Your One-Minute Self-Sell • History of your career • Plans for the future • Questions to stimulate conversation • Write and Practice
  17. 17. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-17 Develop Your Network • Begin with who you know • Expand to people you don’t know – Referrals – Volunteer work • Develop ability to remember peoples’ names
  18. 18. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-18 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
  19. 19. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-19 Conducting Interviews • Establish rapport • Deliver your one-minute self- sell • 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
  20. 20. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-20 NEGOTIATION • Two or more parties which are in conflict (disagreement) working to reach an agreement • Common in: – Job searches – Labor relations – Sales
  21. 21. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-21 Negotiation Process Plan Postponement Agreement Close the deal No Agreement Negotiations
  22. 22. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-22 PLAN • Research the other party(ies) • Set objectives – Lower limit – Objective – Opening • Develop options & tradeoffs • Be prepared to deal with questions & objections (especially unstated)
  23. 23. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-23 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
  24. 24. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-24 POSTPONEMENT • May be advantageous or disadvantageous • Most interested party usually tries to avoid postponements – May try to create a sense of urgency
  25. 25. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-25 Agreement • Both sides should feel good about the agreement • Get it in writing • Quit selling • Start work on a personal relationship
  26. 26. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-26 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
  27. 27. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-27 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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