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Leadership > Leadership: Influencing > Flashcards

Leadership: Influencing Flashcards

1
Q

Influence relies on

A

Using one’s power and/or skills to change other’s perceptions or actions.

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2
Q

Five ways leaders can create power

A
  • Legitimate power
  • Reward power
  • Expert power
  • Referent power
  • Coercive power
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3
Q

Legitimate power is created

A

Formally—through a title or position in the hierarchy that is associated with the rights of leadership.

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4
Q

Reward power is created

A
  • When the leader can offer followers something they value in exchange for their commitment
    • Examples: promotions or compensation
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5
Q

Expert power

A

Created when a leader is recognized as possessing great intelligence, insight, or experience.

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6
Q

Referent power

A
  • Created by the leader’s personality
  • The ability to get admiration, affection, and/or loyalty.
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7
Q

Coercive power

A

Created when the leader has the power to punish those who do not follow.

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8
Q

Power creation from external factors

A
  • Legitimate
  • Reward
  • Coercive
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9
Q

Power creation from internal factors

A
  • Referent
  • Expert
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10
Q

Legitimate power advantages

A

Save time in decision making and focus team on the organization’s goals.

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11
Q

Legitimate power disadvantages

A

If leader is not competent and effective at leading.

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12
Q

Reward power advantages

A

Appeal to the team members’ individual motivators

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13
Q

Reward power disadvantages

A

Useful only of leader is able to access and extend meaningful rewards to team members

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14
Q

Expert power advantages

A
  • Improve a team’s efforts by offering advice and guidance
  • Can win respect for the team and its work throughout the organization
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15
Q

Expert power disadvantages

A
  • Can create a dependency and weaken team member initiatives and discourage their contributions
  • Effect will weaken if the individual is a weak team leader
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16
Q

Referent power advantages

A

Appeal to social needs of individuals, the desire for affiliation

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17
Q

Referent power disadvantages

A

Will weaken if leader is not competent, effective and fair

18
Q

Coercive power advantages

A

Get immediate results

19
Q

Coercive power disadvantages

A

Damages team members’ motivation and self-direction over time

20
Q

Why must leaders persuade instead of coerce

A
  • Can damage ongoing relationships
  • Ability to reward may be limited
21
Q

How to persuade

A
  • Reasoning
  • Mutually held visions
  • Reciprocity
  • Trade for what you want, using expertise or resources to fill another’s needs
22
Q

How to reason

A
  • Explain advantages of one’s view logically and clearly with examples
  • Most effective when combined with knowledge of the other person’s needs and potential for aligning interest for mutual benefit
23
Q

Process of reciprocity

A

System of banking “favors” so that one can ask for favor in return in the future

24
Q

How to utilize other’s influencing style

A
  • Recognizing your own and others
  • Flex or use the most appropriate type of influence for the situation and people involved
25
Q

High trust levels in a relationship lead to

A
  • Conflicts that are easily resolved or avoided entirely
  • Quick negotiations with mutually acceptable conditions
26
Q

Qualities of a trusting person

A
  • Common values
  • Aligned interest
  • Benevolence
  • Capability or competence
  • Predictability and integrity
  • Communication
27
Q

Benevolent person

A

One who has genuine concern for another’s well being, above or equal to his or her own interest

28
Q

Emotional intelligence (EI)

A
  • Ability to be sensitive to and understand one’s own and others’ emotions and impulses.
  • Allows people with different backgrounds and perspectives to work productively with each other
29
Q

Without EI

A
  • Behaviors needed to support a global mindset or diversity in the workplace are practically impossible.
    • Empathy, cooperation, willingness to learn about and accept differences
30
Q

Four branches of emotional intellegence

A
  1. Perceiving emotion
  2. Using emotion to facilitate thought
  3. Understanding emotion
  4. Regulating emotion
31
Q

Perceiving emotion

A
  • Identifying and evaluating your own and others emotions.
    • Ex: being aware of emotional shifts in a room during an organizational meeting
32
Q

Using emotion to facilitate thought

A
  • Using feelings to promote and inform decision making, problem solving, and other cognitive activities.
    • Ex: using changes in mood to approach a decision from multiple viewpoints
33
Q

Understanding emotion

A
  • Interpreting complex emotions and understanding their causes.
    • Ex: predicting employee’s emotions after an announcment of structural changes in the organization
34
Q

Regulating emotion

A
  • Tracking and managing one’s own and others’ emotions.
    • Ex: detaching from anger in a problem if it is limiting the ability to solve a problem
35
Q

Emotional Intelligence Quotient (EIQ)

A

Measurements of EI as a measurement of leadership ability

36
Q

Emotional Intelligence Quotient (EIQ) components

A
  1. Self-awareness
  2. Self-regulation
  3. Motivation
  4. Empathy
  5. Social skills
37
Q

Self-awareness component of EIQ

A
  • Becoming more aware of one’s own emotions and needs and their effect on work relationships.
    • Ex: manager who knows they will be short-tempered under deadline stress
38
Q

Self-regulation component of EIQ

A
  • Learning to control and accommodate one’s emotions.
    • Ex: manager dealing with deadline stress can manage schedules and work plans to minimize those stresses
39
Q

Motivation component of EIQ

A
  • A passion for the job or current objective.
  • Drive to succeed, resilience, and optimism are all part of this component.
40
Q

Empathy component of EIQ

A
  • Moving from self-awareness to awareness and acceptance of the importance and legitimacy of others’ emotions
  • Critical quality for team building, coaching and mentoring
  • Critical skill in diverse organizations - where other’s emotional response may be very different
41
Q

Social skills component of EIQ

A
  • The ability to create connections or rapport with others
  • Also been called social intelligence
42
Q

Social intelligence involves

A
  • Seeing and interpreting the impact of your behavior on others and altering behavior to increase other’s comfort and trust
  • Understanding the “rules” of particular social contexts and expected behaviors
  • Can shift roles in different contexts without falseness

Leadership (6 decks)

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