Leadership: Influencing Flashcards
Influence relies on
Using one’s power and/or skills to change other’s perceptions or actions.
Five ways leaders can create power
- Legitimate power
- Reward power
- Expert power
- Referent power
- Coercive power
Legitimate power is created
Formally—through a title or position in the hierarchy that is associated with the rights of leadership.
Reward power is created
- When the leader can offer followers something they value in exchange for their commitment
- Examples: promotions or compensation
Expert power
Created when a leader is recognized as possessing great intelligence, insight, or experience.
Referent power
- Created by the leader’s personality
- The ability to get admiration, affection, and/or loyalty.
Coercive power
Created when the leader has the power to punish those who do not follow.
Power creation from external factors
- Legitimate
- Reward
- Coercive
Power creation from internal factors
- Referent
- Expert
Legitimate power advantages
Save time in decision making and focus team on the organization’s goals.
Legitimate power disadvantages
If leader is not competent and effective at leading.
Reward power advantages
Appeal to the team members’ individual motivators
Reward power disadvantages
Useful only of leader is able to access and extend meaningful rewards to team members
Expert power advantages
- Improve a team’s efforts by offering advice and guidance
- Can win respect for the team and its work throughout the organization
Expert power disadvantages
- Can create a dependency and weaken team member initiatives and discourage their contributions
- Effect will weaken if the individual is a weak team leader
Referent power advantages
Appeal to social needs of individuals, the desire for affiliation
Referent power disadvantages
Will weaken if leader is not competent, effective and fair
Coercive power advantages
Get immediate results
Coercive power disadvantages
Damages team members’ motivation and self-direction over time
Why must leaders persuade instead of coerce
- Can damage ongoing relationships
- Ability to reward may be limited
How to persuade
- Reasoning
- Mutually held visions
- Reciprocity
- Trade for what you want, using expertise or resources to fill another’s needs
How to reason
- 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
Process of reciprocity
System of banking “favors” so that one can ask for favor in return in the future
How to utilize other’s influencing style
- Recognizing your own and others
- Flex or use the most appropriate type of influence for the situation and people involved
High trust levels in a relationship lead to
- Conflicts that are easily resolved or avoided entirely
- Quick negotiations with mutually acceptable conditions
Qualities of a trusting person
- Common values
- Aligned interest
- Benevolence
- Capability or competence
- Predictability and integrity
- Communication
Benevolent person
One who has genuine concern for another’s well being, above or equal to his or her own interest
Emotional intelligence (EI)
- 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
Without EI
- Behaviors needed to support a global mindset or diversity in the workplace are practically impossible.
- Empathy, cooperation, willingness to learn about and accept differences
Four branches of emotional intellegence
- Perceiving emotion
- Using emotion to facilitate thought
- Understanding emotion
- Regulating emotion
Perceiving emotion
- Identifying and evaluating your own and others emotions.
- Ex: being aware of emotional shifts in a room during an organizational meeting
Using emotion to facilitate thought
- 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
Understanding emotion
- Interpreting complex emotions and understanding their causes.
- Ex: predicting employee’s emotions after an announcment of structural changes in the organization
Regulating emotion
- 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
Emotional Intelligence Quotient (EIQ)
Measurements of EI as a measurement of leadership ability
Emotional Intelligence Quotient (EIQ) components
- Self-awareness
- Self-regulation
- Motivation
- Empathy
- Social skills
Self-awareness component of EIQ
- 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
Self-regulation component of EIQ
- Learning to control and accommodate one’s emotions.
- Ex: manager dealing with deadline stress can manage schedules and work plans to minimize those stresses
Motivation component of EIQ
- A passion for the job or current objective.
- Drive to succeed, resilience, and optimism are all part of this component.
Empathy component of EIQ
- 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
Social skills component of EIQ
- The ability to create connections or rapport with others
- Also been called social intelligence
Social intelligence involves
- 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
