Leadership: Power and Negotiation Flashcards
The third stage of the negotiation process, during which each party gives and takes to arrive at an agreement.
Bargaining
Individual actions directed toward the goal of furthering a person’s own self-interests.
Organizational politics
A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution.
Mediation
Ain influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request.
Consultation
Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes.
Collaboration
A form of organizational power based on expertise or knowledge.
Expert power
A negotiation strategy in which one person gains and the other person loses.
Distributive bargaining
When targets of influence are willing to do what the leader asks but do it with a degree of ambivalence.
Compliance
The use of behaviors to cause behavioral or attitudinal changes in others.
Influence
An influence tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction.
Inspirational appeal
An influence tactic in which the requestor asks for something based on personal friendship or loyalty.
Personal appeals
A form of organizational power based on authority or position.
Legitimate power
How important a person’s job is and how many people depend on that person to accomplish their tasks.
Centrality
A process by which two parties resolve conflicts through the use of a specialty trained, neutral third party.
Alternative dispute resolution
A conflict resolutions type by which one party attempts to get his or her own goals met without concern for the other party’s results.
Competing
A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.
Accommodating
the first stage of the negotiation process, during which each party determines its goals for the negotiation.
Preparation
A form of organizational power based on the ability to hand out punishment.
Coercive power
How aware others are of a leader and the resources that leader can provide.
Visibility
A negotiation strategy that achieves an outcome that is satisfying for both parties.
Integrative bargaining
The fourth and final stage of the negotiation process, during which the agreement arrived at during the bargaining gets formalized.
Closing and commitment
A conflict resolution style by which conflict is resolved through give-and-take concessions.
Compromise
An influence tactic in which the requestor offers a reward in return for performing a request.
Exchange tactic
The degree to which people have alternatives in accessing the resources a leader controls.
Substitutability
An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally.
Apprising
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.
Avoiding
A process by which a third party determines a binding settlement to a dispute between two parties.
Arbitration
A negotiatior’s best alternative to a negotiated agreement.
BATNA
The use of power and influence to direct the activities of followers toward goal achievement.
Leadership
An influence tactic in which the requestor attempts to use coercive power through threats and demands.
Pressure
An influence tactic in which the influencer enlists other people to help influence the target.
Coalitions
The use of favors, compliments, or friendly behavior to make the target feel better about the influencer.
Ingratiation
the use of logical arguments and hard facts to show someone that a request is worthwhile.
Rational persuasion
the ability to influence the behavior of others and resist unwanted influence in return.
Power
A response to influence tactics where the target agrees with and becomes committed to the request.
Internalization
The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives.
Political skill
A process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences.
Negotiation
The degree to which managers have the right to make decisions on their own.
Discretion
A form of organizational power based on the control of resources or benefits.
Reward power
The second stage of the negotiation process, during which each party makes the strongest case for its position.
Exchanging information
When a target refuses to perform a request and puts forth an effort to avoid having to do it.
Resistance
A form of organizational power based on the attractiveness and charisma of the leader.
Referent power
