Chapter 12

Question 1

Power

Answer 1

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

Question 2

Legitimate power

Answer 2

A form of organizational power based on authority or position. Sometimes referred to as formal authority.

Question 3

Reward power

Answer 3

A form of organizational power based on the control of resources or benefits.

Question 4

Coercive power

Answer 4

A form of organizational power based on the ability to hand out punishment.
- Operates on fear.

Question 5

Expert power

Answer 5

A form of personal power based on expertise or knowledge.

Question 6

Referent power

Answer 6

A form of personal power based on the attractiveness and charisma of the leader.

Question 7

Substitutability

Answer 7

The degree to which people have alternatives in accessing resources.

Question 8

Discretion

Answer 8

The degree to which managers have the right to make decisions on their own.

Question 9

Centrality

Answer 9

How important a person’s job is and how many people depend on that person to accomplish their tasks.

Question 10

Visibility

Answer 10

How aware others are of a leader and the resources that leader can provide.

Question 11

Influence

Answer 11

The use of behaviours to cause behavioural or attitudinal changes in others.

Question 12

Rational persuasion

Answer 12

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

Question 13

Inspirational appeal

Answer 13

An influential tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction.
- 2 of 4 most effective

Question 14

Consultation

Answer 14

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

Question 15

Collaboration (as an influence tactic)

Answer 15

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

Question 16

Ingratiation

Answer 16

The use of favours, compliments, or friendly behaviour to make the target feel better about the influencer.
- 1 of 3 moderately effective

Question 17

Personal appeals

Answer 17

An influence tactic in which the requestor asks for something based on personal friendship or loyalty.
- 2 of 3 moderately effective

Question 18

Apprising

Answer 18

An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally.
- 3 of 3

Question 19

Pressure

Answer 19

The use of coercive power through threats and demands.
- 1 of 3 least effective

Question 20

Coalitions

Answer 20

An influence tactic in which the influencer enlists other people to help influence the target.
- 2 of 3 least effective

Question 21

Exchange tactic

Answer 21

An influence tactic in which the requestor offers a reward in return for performing a request.
- 3 of 3 least effective

Question 22

Internalization

Answer 22

A response to influence tactics in which the target agrees with and becomes committed to the request.
- Reflects a shift in behaviour and attitude

Question 23

Compliance

Answer 23

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

Question 24

Resistance

Answer 24

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

Question 25

Organizational politics

Answer 25

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

Question 26

Political skill

Answer 26

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.

Question 27

Competing

Answer 27

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

Question 28

Avoiding

Answer 28

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

Question 29

Accommodating

Answer 29

A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.
- Low assertiveness, high cooperation

Question 30

Collaboration (as conflict resolution method)

Answer 30

A conflict resolution style whereby both parties work together to maximize outcomes.
- High assertiveness, high cooperation

Question 31

Compromise

Answer 31

A conflict resolution style by which conflict is resolved through give-and-take concessions.
- Moderate assertiveness, moderate cooperation.

Question 32

Negotiation

Answer 32

A process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences.

Question 33

Distributive bargaining

Answer 33

A negotiation strategy in which one person gains and the other person loses.

Question 34

Integrative bargaining

Answer 34

A negotiation strategy that achieves an outcome that is satisfying for both parties.

Question 35

Negotiation Stages

Answer 35

1. Preparation – Each party determines what its goals are for negotiation and whether the other party has anything to offer.
2. Exchanging information – Each party makes a case for its position and attempts to pull all favourable information on the table.
3. Bargaining – Both parties likely must make concessions and give up something to get something in return.
4. Closing and commitment – This stage entails the process of formalizing an agreement reached during the previous stage.

Question 36

Relationship between power and influence and job performance and organizational commitment

Answer 36

Power and influence have a moderate positive effect on job performance.
Power and influence have moderate effect on organizational commitment.