Chapter 12 Flashcards
Power
The ability to influence the behaviours of others and resist unwanted influence in return.
- Just because someone can influence others, doesn’t mean they will.
- Includes the ability to resist others’ influence attempts
Legitimate power
A form of organizational power based on authority or position. Sometimes referred to as formal authority.
Reward power
A form of organizational power based on the control of resources or benefits.
Coercive power
A form of organizational power based on the ability to hand out punishment.
- Operates on fear.
Expert power
A form of personal power based on expertise or knowledge.
Referent power
A form of personal power based on the attractiveness and charisma of the leader.
Substitutability
The degree to which people have 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.
Rational persuasion
An influence tactic that uses logical arguments and hard facts to show the target that the request is a worthwhile one.
- 1 of 4 most effective
Inspirational appeal
An influential tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction.
- 2 of 4 most effective
Consultation
An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request.
- 3 of 4 most effective
Collaboration (as an 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.
- 4 of 4 most effective
Ingratiation
The use of favours, compliments, or friendly behaviour to make the target feel better about the influencer.
- 1 of 3 moderately effective
Personal appeals
An influence tactic in which the requestor asks for something based on personal friendship or loyalty.
- 2 of 3 moderately effective
Apprising
An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally.
- 3 of 3
Pressure
The use of coercive power through threats and demands.
- 1 of 3 least effective
Coalitions
An influence tactic in which the influencer enlists other people to help influence the target.
- 2 of 3 least effective
Exchange tactic
An influence tactic in which the requestor offers a reward in return for performing a request.
- 3 of 3 least effective
Internalization
A response to influence tactics in which the target agrees with and becomes committed to the request.
- Reflects a shift in behaviour and attitude
Compliance
A response to influence tactics in which the target is willing to do what the leader asks but does it with a degree of ambivalence (uncertainty).
- Reflects a shift in behavior
Resistance
A response to influence tactics in which the target refuses to perform a request and puts forth an effort to avoid having to do it.
- Ex. Making excuses, trying to influence the requestor in return, or refusing to carry out the request
Organizational politics
Individual actions directed toward the goal of furthering a person’s own self-interests.
- Doesn’t imply that furthering one’s interests is necessarily in opposition to the company’s interests
Political skill
The ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives.
- Aspects include networking ability, social astuteness, interpersonal influence, and apparent sincerity.
Competing
A conflict resolution style by which one party attempts to get their own goals met without concern for the other party’s results.
- High assertiveness, low cooperation
Avoiding
A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
- low assertiveness, low cooperation
Accommodating
A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.
- Low assertiveness, high cooperation
Collaboration (as conflict resolution method)
A conflict resolution style whereby both parties work together to maximize outcomes.
- High assertiveness, high cooperation
Compromise
A conflict resolution style by which conflict is resolved through give-and-take concessions.
- Moderate assertiveness, moderate cooperation.
Negotiation
A process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences.
Distributive bargaining
A negotiation strategy in which one person gains and the other person loses.
Integrative bargaining
A negotiation strategy that achieves an outcome that is satisfying for both parties.
Negotiation Stages
- Preparation – Each party determines what its goals are for negotiation and whether the other party has anything to offer.
- Exchanging information – Each party makes a case for its position and attempts to pull all favourable information on the table.
- Bargaining – Both parties likely must make concessions and give up something to get something in return.
- Closing and commitment – This stage entails the process of formalizing an agreement reached during the previous stage.
Relationship between power and influence and job performance and organizational commitment
Power and influence have a moderate positive effect on job performance.
Power and influence have moderate effect on organizational commitment.
