Ch. 12 - Power, Influence, and Negotiation Flashcards
What are the different types of power?
Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power
Power
The ability to influence the behaviour of others and resist unwanted influence in return
Legitimate Power (Formal Authority)
A form of organizational power based on authority or position
Reward Power
A form of organizational power based on the control of resources or benefits (eg. raises, performance evaluations)
Coercive Power
A form of organizational power based on the ability to hand out punishment (eg. ability to fire employees, lower pay)
Expert Power
A form of organizational power based on expertise or knowledge
Referent Power
A form of organizational power based on the attractiveness and charisma of the leader. Exists when others have a desire to identify and be associated with a person
True or False: Personal forms of power (expert/reference power) are more strongly related to organizational commitment and job performance than organizational power (legitimate, reward, coercive power).
True
Name the contingency factors of power
Substitutability
Centrality
Discretion
Visibility
Substitutability
Having alternatives in accessing resources
Discretion
The degree to which managers have the right to make decisions on their own
Centrality
How important a person’s job is and how many people depend on that person to accomplish their tasks
Visibility
How aware others are of a leader and the resources that leader can provide
Influence
The use of behaviours to cause behavioural or attitudinal changes in others
What influence tactics are the most effective?
Rational Persuasion
Consultation
Inspirational Appeals
Collaboration
Rational Persuasion
The use of logical arguments and hard facts to show someone that a request is worthwhile
Inspirational Appeal
An influence tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction
Consultation
An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request
Collaboration (Influence Tactic)
An influence tactic whereby the leader makes it easier for the target to complete a request by offering to work with and help the target
What influence tactics are moderately effective?
Ingratiation
Personal Appeals
Appraising
Ingratiation
The use of favours, compliments, or friendly behaviour to make the target feel better about the influencer
Personal Appeals
An influence tactic in which the requestor asks for something based on personal friendship or loyalty
Appraising
An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally
What influence tactics are the least effective?
Pressure
Coalitions
Exchange
Pressure (Influence Tactic)
An influence tactic in which the requestor attempts to use coercive power through threats and demands
Coalitions
An influence tactic in which the influencer enlists other people to help influence the target
Exchange (Influence Tactic)
An influence tactic in which the requestor offers a reward in exchange for performing a request
What are the potential responses to influence tactics?
Internalization
Compliance
Resistance
Internalization (Response to Influence Tactics)
The target agrees with and becomes committed to the request (shift in behaviours and attitudes). This is the best outcome for leaders
Compliance (Response to Influence Tactics)
The target is willing to do what the leader asks but does it with a degree of ambivalence (a shift in behaviours, but not attitudes)
Resistance (Response to Influence Tactics)
The target refuses to perform a request and puts forth an effort to avoid having to do it
Organizational Politics
Individual actions directed toward the goal of furthering a person’s own self-interests
Political Skill
The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives
What are the 5 different styles individuals use to handle conflict (conflict resolution styles)?
Competing (win-lose)
Avoiding (lose-lose)
Compromising
Accommodating (lose-win)
Collaborating (win-win)
What two factors influence conflict resolution styles?
Assertiveness
Cooperativeness
Competing
One party attempts to get their own goals met without concern for the other party’s results
Avoiding
One party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down
Accommodating
One party gives in to the other and acts in a completely unselfish way
Collaboration
Both parties work together to maximize outcomes
Compromise
Conflict is resolved through give-and-take concessions
Negotiation
A process in which 2 or more interdependent individuals discuss and attempt to reach an agreement about their differences
What are the two general negotiation strategies leaders must choose between?
Distributive Bargaining
Integrative Bargaining
Distributive Bargaining
One person gains and the other person loses (eg. purchasing a car). Associated with a competing approach to conflict resolution
Integrative Bargaining
Results in an outcome that is satisfying for both parties. Best used when there is an adequate level of trust and both parties are willing to be flexible
Negotiation Stages
Preparation
Exchanging Information
Bargaining
Closing & Commitment
BATNA
Best Alternative to a Negotiated Agreement
Preparation Stage of Negotiation
Arguably the most important stage of negotiation. Each party determines its goals for the negotiation and whether the other party has anything to offer. Each party should also determine its BATNA
Exchanging Information Stage of Negotiation
Understanding what the other party brings to the table
Bargaining Stage of Negotiation
Narrowing down options to either reach a window of agreement or follow through with BATNA. Success depends on the first 2 stages of negotiation
Closing & Commitment Stage of Negotiation
Formalizing agreement reached in the bargaining stage
What is the relationship between power and influence and job performance?
Moderate positive relationship
What is the relationship between power and influence and organizational commitment?
Moderate positive relationship
Alternative Dispute Resolution
Used if an agreement cannot be reached. A process by which 2 parties resolve conflicts through the use of a specially trained, neutral third party
Mediation
A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution
Arbitration
A process by which a third party determines a binding settlement to a dispute between 2 parties. Arbitrators work with both parties to arrive at the most equitable solution
