Chapter 13 Interpersonal Power and Influence Power Point
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Power is the ability to influence others and can come from different sources. There are six bases of power: referent, legitimate, expert, information, reward, and coercive. Referent power comes from attractiveness and prestige. Legitimate power comes from one's position or role. Expert power comes from knowledge and skills. Information power comes from the ability to communicate persuasively. Reward and coercive powers come from the ability to reward or punish others. Power also comes from competence, character, charisma, verbal and nonverbal communication skills, and the message itself. Misuses of power include sexual harassment and power plays. Sexual harassment violates civil rights laws, while power plays take unfair advantage of others through repeated
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Power and politics
This document discusses power and politics. It defines power as the ability to influence others and discusses different types of power including coercive power (based on fear), reward power (based on distributing rewards), legitimate power (based on hierarchy position), expert power (based on skills/knowledge), and referent power (based on admiration). It also discusses politics in organizations, strategies for gaining and maintaining power such as building relationships and avoiding mistakes, and the ethics of behaving politically by considering self-interest, fairness, and respect for others.
power & politics
This document discusses power and politics in organizations. It defines different types of power like positive and negative power as well as sources of power like legitimate, reward, coercive, and expert power. It also discusses how managers can acquire power through behaviors like centrality, criticality, building expertise, visibility, and expanding contacts. The document then discusses empowerment and types of organizational politics like positive and negative politics. It lists political tactics like attacking others, creating a favorable image, developing support, and more. Finally, it provides tips for effectively managing organizational politics like learning the culture, establishing credibility, building support networks, implementing clear policies, and acting consistently with communications.
Power and Influence Tactics
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Inspired by the look of Times Magazine, this presentation is prepared to give real examples of how power and politics internalized in our daily lives.
Power & politics in organizations
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
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This document discusses power and influence in organizations. It defines power as the ability to influence others and influence as any behavior that attempts to alter someone's attitudes or behavior. It identifies different sources of power like legitimate, reward, coercive, expert and referent power. It also discusses contingencies of power like substitutability, centrality, discretion and visibility. The document outlines different tactics of influence like information control, assertiveness, coalition formation, impression management, persuasion, upward appeal and exchange. It defines organizational politics as self-serving behaviors intended to gain personal advantage at the expense of others. Conditions that support politics include scarce resources, complex decision making and tolerance of political behavior within the organization.
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**Leadership Trait Theories
**Leadership Behavior Theories
**Eight Traits of Leaders
**University of IOWA Studies
**The OHIO State Studies
**University of Michigan Studies
**The Managerial Grid
**Contingency Theories of Leadership
**The Fiedler Model
**Situational Leadership Theories
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Power & Politics Presentation PPM OB EM10B
This document discusses power and politics in organizations. It defines power as the ability to influence or direct the behavior of others. Leadership focuses on relationships with followers, while power is about tactics for gaining compliance. There are two bases of power: formal power from one's position, and personal power stemming from expertise and respect. Dependence is key to power - those with resources others need have power over them. Effective managers understand the political nature of organizations and can use ingratiation and self-promotion tactically to achieve favorable outcomes.
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1. Power is defined as the capacity for person A to influence person B's behavior to act in accordance with A's wishes through B's dependency on A. Leadership focuses on goal achievement through mutual goal compatibility and downward influence, while power uses influence to achieve personal goals through follower dependency.
2. There are various bases of power, including formal power derived from one's position, and personal power stemming from skills/knowledge or desirable traits. Powerful individuals translate their power bases into specific power tactics to influence others' behavior.
3. Dependency is key to power, as the greater B's dependency on A, the more power A has. Dependency is increased by the importance, scarcity, and nonsubstitutability
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The document discusses organizational power and politics. It defines power as the capacity to influence others and discusses the various sources of power like legitimate power from one's position, and referent power from personal traits. It also examines conditions that support organizational politics like scarce resources, complex decisions, and a tolerance for politics within the organization. Political behaviors seen as unethical include favoritism, inconsistent discipline, and using non-performance factors in appraisals.
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This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
Power and politics
This document discusses power and politics in organizations. It defines power as the ability to influence others and carry out one's own will, and discusses the various bases of power including coercive, reward, legitimate, referent, and expert power. Organizational politics is defined as the process where individuals use power to influence decisions in their own self-interest. Factors that influence political behavior include things like expectations of success, personality traits, and ambiguity in organizational structures and processes.
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Power in interpersonal relationships influences who we choose as friends and partners and determines dependence within those relationships. Those with less dependence have more power. Cultures vary in attitudes towards power dynamics between groups. Power can come from expertise, ability to reward or punish, and persuasiveness. It is communicated through speech, nonverbal cues, listening skills, and strategies for gaining or resisting compliance from others. Empowering others increases their power within a relationship.
Mc Clelland motivational needs theory
David McClelland developed the motivational needs theory which identified three types of motivational needs: achievement motivation, power motivation, and affiliation motivation. He conducted an experiment where volunteers threw rings over pegs and found that those with strong achievement motivation took care to measure distances to find an ideal challenge level, unlike others who threw from random distances. McClelland suggested characteristics of achievement-motivated individuals include setting achievable goals, finding satisfaction in accomplishing tasks rather than rewards, and constantly seeking improvements. The motivational needs theory provides insights into what drives people's goals and can be applied in work settings by matching tasks and leadership roles to individuals' dominant motivational needs. However, having very strong needs in any one area could create limitations if
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This document defines and contrasts the concepts of power and leadership. It discusses that power is the ability to influence others to achieve goals, while leadership focuses on downward influence. The bases of power are described as formal power derived from one's position, as well as personal powers like coercive power through fear, reward power using incentives, legitimate power from authority, expert power from knowledge, and referent power from personality and abilities. The document also covers power tactics like legitimacy, persuasion, and pressure that are used politically within an organization to gain advantages, though political behaviors are not formally part of employees' jobs.
Power & influence
This document discusses leadership and power in organizations. It defines leadership as the process of influencing others to work towards shared objectives. There are different conceptions of power, including power as the ability to influence others and authority as the right to exercise control based on one's position. Power can lead to commitment, compliance, or resistance from targets. Leaders have different types and sources of power, such as position power (legitimate, reward, coercive), personal power (referent, expert), and ecological power over the environment. Power is not static and can be gained or lost over time based on social exchange theory and strategic contingencies theory. Effective leaders rely more on expert and referent power. The document concludes that leaders need some power
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The document discusses key concepts in organizational behavior including personality, perception, attitudes, power, politics, conflict, and stress. It defines these terms and explains how they relate to each other and influence workplace performance. Some of the major points covered are the five dimensions of personality, the attribution process, sources and types of power, political behaviors, managing functional and dysfunctional conflict, and causes and management of job stress.
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These Slides are containing main and basic features of Leadership. Such as -
**What is Leadership?
**Who is/are Leader/Leaders?
**Leadership Trait Theories
**Leadership Behavior Theories
**Eight Traits of Leaders
**University of IOWA Studies
**The OHIO State Studies
**University of Michigan Studies
**The Managerial Grid
**Contingency Theories of Leadership
**The Fiedler Model
**Situational Leadership Theories
**Path Goal Model
**Types of Leaders
**LMX Theory
**Team Leadership
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Power refers to the ability to influence others and direct their actions. Organizational politics involve activities managers engage in to increase their power and achieve goals, using specific political strategies and tactics. While politics can be negative, it also allows for needed change. Effective political skills include gaining power through building relationships with superiors and coworkers, and avoiding blunders that erode power. Power and politics are inevitable in organizations, and can be used for either selfish or mutual benefits.
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Power is the ability to influence others and can be increased or decreased depending on certain principles. There are different types of power including power in relationships, power in individuals, and power in messages. Power can be used appropriately to influence in positive ways, but can also be misused through tactics like sexual harassment, hostile work environments, power plays that take unfair advantage of others. It is important to identify misuses of power and respond appropriately through open communication or official complaints.
persuasion skills
This document outlines principles of effective persuasion and discusses the human capacity for persuasion. It begins by defining persuasion as communicating in a way that induces voluntary thought or action change. In contrast, it distinguishes persuasion from coercion or payment. It then lists 17 techniques for effective persuasion, such as storytelling, empathy, repetition, credibility and conformity. The document emphasizes that persuasion skills can be improved with practice, though innate abilities also play a role. It concludes by discussing the dual responsibilities of ethical and effective persuasion.
contemporary issues in leadership (Chapter No. 13 )
This document discusses contemporary leadership theories and approaches. It contrasts traditional views of leadership with more modern perspectives that emphasize the importance of communication and influence. Two major contemporary theories discussed are charismatic leadership, where leaders display heroic behaviors, and transformational leadership, where leaders inspire followers to pursue organizational goals. The document also covers topics like trust, ethics, mentoring roles and challenges of online leadership.
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The power point presentation will help you understand various sub-topics under the head Power and Politics.
Sub- topics covered:
1) Bases of Power
2) Power Tactics
3) Factors affecting Power and Politics
4) Defensive Behavior
5) Impression Management
Power & Politics Presentation PPM OB EM10B
This document discusses power and politics in organizations. It defines power as the ability to influence or direct the behavior of others. Leadership focuses on relationships with followers, while power is about tactics for gaining compliance. There are two bases of power: formal power from one's position, and personal power stemming from expertise and respect. Dependence is key to power - those with resources others need have power over them. Effective managers understand the political nature of organizations and can use ingratiation and self-promotion tactically to achieve favorable outcomes.
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Similar to Chapter 13 Interpersonal Power and Influence Power Point
Power And Politics
1. Power is defined as the capacity for person A to influence person B's behavior to act in accordance with A's wishes through B's dependency on A. Leadership focuses on goal achievement through mutual goal compatibility and downward influence, while power uses influence to achieve personal goals through follower dependency.
2. There are various bases of power, including formal power derived from one's position, and personal power stemming from skills/knowledge or desirable traits. Powerful individuals translate their power bases into specific power tactics to influence others' behavior.
3. Dependency is key to power, as the greater B's dependency on A, the more power A has. Dependency is increased by the importance, scarcity, and nonsubstitutability
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The document discusses organizational power and politics. It defines power as the capacity to influence others and discusses the various sources of power like legitimate power from one's position, and referent power from personal traits. It also examines conditions that support organizational politics like scarce resources, complex decisions, and a tolerance for politics within the organization. Political behaviors seen as unethical include favoritism, inconsistent discipline, and using non-performance factors in appraisals.
Power, tactics and politics
Power refers to the ability to influence others based on their dependence. Dependence increases when a resource is important, scarce, and non-substitutable. There are various bases of power including formal power, coercive power, reward power, legitimate power, expert power, and referent power. Influence tactics are used to translate power into actions and include rational persuasion, inspiration, consultation, and pressure. Organizational politics can arise when resources are scarce and decisions are complex, and can lead to defensive behaviors by employees like avoidance and impression management.
Session 9 power and politics
The document defines power as the capacity for an individual (A) to influence another individual (B) to act according to A's wishes through B's dependency on resources controlled by A. It contrasts leadership, which focuses on goal achievement through compatible goals and downward influence, with power, which is used as a means to achieve goals through the dependency of followers and lateral and upward influence. The bases of power discussed include coercive, reward, legitimate, information, expert, referent, charismatic, and power through coalitions. Dependency is key to power, with greater dependency resulting in greater power over individuals. Politics in organizations involves behaviors to influence resource distributions that are not formally required but affect advantages and disadvantages.
Power
Power can take many forms and be used in both positive and negative ways. Power can be defined as the ability to influence or control others. It exists in four main types: power over others through force; power to enact change through one's own abilities; power with others through cooperation; and power within through self-worth. Additionally, power can be exercised openly through decision making, secretly by setting agendas, or subtly by shaping preferences and perceptions. The sources of power include reward, coercion, legitimate authority, charisma, and expertise. The effects of power depend on how it is used - it can motivate or corrupt depending on whether power holders act in self-interest or for the broader interest.
POWER.pptx
The document discusses the three faces or levels of power:
1) Issue power which is direct decision-making authority. This can be seen as an "open face".
2) Agenda power which is the ability to control and influence decisions by setting the agenda behind closed doors. This is a "secretive face".
3) Manipulation power which is using subtle psychological tactics to manipulate public opinion and shift values before a decision. This is a "deceptive face".
The three levels illustrate how easily power can become corrupt as politicians may compromise values for political gain. Understanding these faces is important, and one should be wary of cynicism while also avoiding manipulation when exercising power.
Power and Accountability.pptx
This document discusses the nature, forms, and consequences of power. It defines power as the ability to carry out one's will. Power in society is the ability of person/institution A to influence person/institution B to do something they would not otherwise do. Power in politics is closely related to the state, government, and citizenship. There are four major types of power: compulsory, institutional, structural, and productive. The consequences of power depend on how and to what degree it is exercised, and can include compliance, commitment, resistance, and abuse of power. Power has different forms depending on who is imposing it and how.
Techniques of Power
French and Raven identified five types of power: legitimate, reward, expert, referent, and coercive. Legitimate power derives from formal job roles and authority. Reward power comes from the ability to provide rewards. Expert power is based on skills and knowledge. Referent power relies on loyalty and respect for the person. Coercive power involves punishment. Etzioni also identified three bases of power: coercive, utilitarian, and normative. Successful power users have a high need for social power and focus on others' needs and interests.
Ob12 14st
The document defines power as the capacity to influence another's behavior to act according to one's wishes. It contrasts leadership, which focuses on goal achievement and compatibility, with power, which is used as a means to achieve goals and requires follower dependency. There are different bases of power, including reward, coercive, legitimate, expert, and referent power. Dependency on the power holder is key to their power. Coalitions can help maximize influence. Sexual harassment and politics involve the use of power in organizations, with political behavior defined as non-required activities that influence resource distribution. Factors like impression management also influence political behaviors.
Interpersonal Interaction Model (IPIM)
The document summarizes the Interpersonal Interaction Model (IPIM), which expands on French and Raven's six bases of power into 14 sub-bases. The six original bases are coercive, reward, legitimate, referent, expert, and informational power. IPIM further divides each base into impersonal and personal forms of power. For example, coercive power is split into impersonal coercion using threats and personal coercion using rejection. The document also provides examples and explanations of each of the 14 sub-bases of power.
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Asserting and influencing others requires developing assertion skills, including how to communicate content effectively through verbal and non-verbal means, and how to navigate social interactions. It is also important to assess power dynamics by understanding one's own competence and dependencies as well as others' dependencies, and negotiating relationships to mutual benefit through open communication and understanding different cultural perspectives.
Powerandpolitics
Power is the potential ability to influence others and get things done in an organization. It is an unavoidable presence and central to political behavior. Power comes from control over resources, information, and formal authority. There are various types of individual power including position power from roles/titles and personal power from attributes. Organizational politics are more likely at higher levels where there is more disagreement, diversity, scarcity, and competing interests. Political strategies can be used to attain power but should satisfy criteria of outcomes, rights, and justice to be considered ethical.
Communication Skills - Assertiveness
Being assertive is not necessarily easy, but it is a skill that can be learned.
* HOW TO GET WHAT DO YOU WANT TO GET?
* Working WITH People, Not AGAINST Them
Group-1-POWERPOINT (1).pptx
The document discusses different aspects of political power. It defines power as the ability to influence and control decisions and events. It then describes the three main forms of power as coercion, authority, and influence. It also discusses the nature and dimensions of political power. Specifically, it states that political power is exercised in decision-making, non-decision-making, and ideological ways. Additionally, it outlines different types of power like legitimate, expert, reward, and coercive power and how they can lead to compliance, commitment, or resistance from others.
Social Psychology
Social psychology examines how individuals are influenced by and influence others. Key topics include social influence, norms, attitudes, stereotypes, conformity, obedience, and persuasion. Important concepts are social learning theory, attribution biases like the fundamental attribution error, and interpersonal attraction factors like similarity, proximity, and self-disclosure.
Icai Bikaner Assertive Training
Material for PGPSE participants of AFTERSCHOOOL CENTRE FOR SOCIAL ENTREPRENEURSHIP. PGPSE is an entrepreneurship oriented programme, open for all, free for all.
doneppgmod3powernaturedimensionstypesandconsequences1-230309101442-6b23473b.pdf
This document discusses the concept of power in politics and governance. It defines power as the ability to influence or achieve desired outcomes. There are different dimensions or faces of power, including decision-making power, agenda-setting power, and thought control power. There are also different types of power such as reward power, coercive power, legitimate power, expert power, and referent power. The consequences of power include compliance, commitment, and resistance, and different types of power tend to result in different consequences. Understanding the relationships between types of power and consequences is important for effective use of power.
DONE PPG_mod3_Power Nature, Dimensions, Types and Consequences (1).pptx
This document discusses the concept of power in politics and governance. It defines power as the ability to influence or achieve desired outcomes. There are different dimensions or faces of power, including decision-making power, agenda-setting power, and thought control power. There are also different types of power such as reward power, coercive power, legitimate power, expert power, and referent power. The consequences of power include compliance, commitment, and resistance, and different types of power tend to result in different consequences. Understanding the relationships between types of power and consequences is important for effective use of power.
Power in relationships
Everyone has some degree of power, though arrangements can be made to balance it, both formally through laws and policies or informally through social roles and relationships. Balancing power helps build healthy relationships and protects individuals, as an imbalance increases the risk of harm, while positive uses of power show respect for all people and their safety rights.
Power & Politics
The document discusses the concept of power and influence in organizations. It defines power as the ability to influence others and get them to act in a desired way. Several bases of power are described, including reward power, coercive power, expert power, and referent power. Coalitions, information control, and impression management are provided as examples of political behaviors used to influence decisions. Guidelines for ethical political behavior focus on prioritizing organizational goals over self-interest and respecting rights and fairness.
Similar to Chapter 13 Interpersonal Power and Influence Power Point (20)
doneppgmod3powernaturedimensionstypesandconsequences1-230309101442-6b23473b.pdf
doneppgmod3powernaturedimensionstypesandconsequences1-230309101442-6b23473b.pdf
DONE PPG_mod3_Power Nature, Dimensions, Types and Consequences (1).pptx
DONE PPG_mod3_Power Nature, Dimensions, Types and Consequences (1).pptx
Chapter 13 Interpersonal Power and Influence Power Point
- 1. Chapter 13 Interpersonal Power and Influence
- 2. Principles of power and influence What is Power? Power is the ability of one person to influence what another person thinks or does. Some people are more powerful than others Power can be shared Power can be increased or decreased Power follows the principle of less interest Power generates Privilege Power has a Cultural dimension
- 3. Bases of power and influence Power in the relationship Referent Power Legitimate Power Expert Power Information or Persuasion Power Reward and Coercive Power
- 4. Referent Power Referent Power is similar to a the power an older sibling has over the younger one. Referent Power depends greatly on attractiveness and prestige
- 5. Legitimate Power Legitimate Power is one that is believed to have the right, by virtue of position, to influence to and control behavior.
- 6. Expert power Expert Power is gained from having expertise and knowledge in a specific area as perceived by others.
- 7. Power in the relationship Information or Persuasion Power is assigned when others see you as having the ability to communicate logically and persuasively. Reward and Coercive Power is gained when one has the ability to reward another.
- 8. Power in the person Power in the person Competence Character Charisma
- 9. Power in the message Speaking Power The power one has in their specific language Speaking Strategies: General Verbal Strategies Specific Language Compliance-Gaming Strategies Nonverbal Power The power one has without any verbal communication. This can be clothing, and or other artifactualsymbols of authority that can influence others.
- 10. What is this mans nonverbal saying about him?
- 11. Resisting Power and Influence When resisting power and influence you can take different steps: Negotiation Justification Identity Management
- 12. Misuses of power and influence Sexual Harassment What is sexual harassment? A form of behavior that violates title VII of the Civil Rights Act of 1964 and as amended by the Civil Rights Act 1991
- 13. Sexual Harassment Recognizing Sexual Harassment Is it real? Is it job related? Did you reject this behavior? Have these types of messages persisted? Avoiding Sexual Harassment Begin with the assumption that coworkers are not interested in your sexual advances, jokes, or stories. Listen and watch negative reactions to any sex-related discussion. Avoid saying or doing anything offensive in behavior.
- 14. Sexual Harassment Responding to Sexual Harassment Talk to the harasser Collect Evidence Begin with appropriate channels File a complaint Don’t blame yourself
- 15. Power plays What are power plays? Patterns of behaviors that are used repeatedly by one person to take unfair advantage of another person. Identifying Power Plays Responding to Power Plays Express your feelings Describe the behavior to which you object State a cooperative