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Leadership
The use of power and influence to direct the activities of followers toward goal achievement.
Power
The ability to influence the behavior of others and resist unwanted influence in return. 1.) People must choose to influence others 2.) Resistance is as important as influencing others
Organizational Power
Derived from a person's position in the organization. Types: 1.) Legitimate Power 2.) Reward Power 3.) Coercive Power
Legitimate Power
Derived from having a position of authority within the organization. Also known as "position power" or "formal authority"
Reward Power
Exists when someone has control over the resources or rewards another person wants.
Coercive Power
exists when a person has control over the punishments in an organization. - Leads to negative feelings toward those who use it. - Operates primarily on the principle of fear.
Personal Power
comes from the person themselves.
Expert Power
derived from the person's expertise, skill, or knowledge on which others depend.
Referent Power
exists when others have a desire to identify and be associated with a person -derived from affection, admiration, or loyalty
Guidelines for Using Legitimate Power
Make polite, clear requests Explain the reason for the request Don't exceed your scope or authority Follow up to verify compliance Insist on compliance if appropriate
Guidelines for Using Reward Power
Offer the types of rewards people desire Offer rewards that are fair and ethical Don't promise more than you can deliver Explain the criteria for giving rewards and keep it simple Provide rewards as promised if requirements are met Don't use rewards in a manipulative fashion
Guidelines for Using Coercive Power
Explain rules and requirements and ensure people understand the serious consequences or violations Respond to infractions promptly and without favoritism Investigate to get facts before following through Provide ample warnings Use punishments that are legitimate, fair, and commensurate w…
Guidelines for Using Expert Power
Explain the reasons for a request and why it's important Provide the evidence that a proposal will be successful Don't make rash, careless, or inconsistent statements Don't exaggerate or misrepresent the facts Listen seriously to the person's concerns and suggestions Act confidently and …
Guidelines for Using Referent Power
Show acceptance and positive regard Act supportive and helpful Use sincere forms of ingratiation Defend and back up people when appropriate Do unsolicited favors Make self-sacrifices to show concern Keep promises
Contingency Factors
Factors that have an effect on the strength of a person's ability to use power to influence others. 1.) Substitutability 2.) Centrality 3.) Discretion 4.) Visibility
Substitutability
The degree to which people have alternatives in accessing resources. Leader power increases when there are no substitutes for the rewards or resources the leader controls.
Discretion
the degree to which managers have the right to make decisions on their own. Leader power increases when the leader has the freedom to make his or her own decisions without being restrained by organizational rules.
Centrality
Represents how important a person's job is and how many people depend on that person to accomplish their tasks. Leader power increases when the leader's role is important and interdependent with others in the organization.
Visibility
How aware others are of a leader's power and position. Leader power increases when others know about the leader and the resources he or she can provide.
Influence
the use of an actual behavior that causes behavioral or attitudinal changes in others. 1.) Influence is directional - it most frequently occurs downward (managers influencing employees), but can also be lateral (peers influencing peers) or upward (employees influencing managers). 2.) Inf…
Influence Tactics and Their Effectiveness
Most Effective: - Rational Persuasion - Consultation - Inspirational Appeals - Collaboration Least Effective: Moderately Effective: - Pressure - Ingratiation - Coalitions - Exchange - Personal Appeals - Apprising
Rational Persuasion
the use of logical arguments and hard facts to show the target that the request is worthwhile. Most effective when it helps show that the proposal is important and feasible. Consistently successful in the case of upward influence.
Inspirational Appeal
a tactic designed to appeal to the target's values and ideals. To be effective, leaders must have insight into what kinds of things are important to the target.
Consultation
asking the target to participate in deciding how to carry out a request. Increases commitment from the target.
Collaboration
making it easier for the target to complete the request. Could involve the leader helping complete the task, providing required resources, or removing obstacles that make task completion difficult.
Ingratiation
The use of favors, complements, or friendly behavior to make the target feel better about the influencer. "Sucking Up", especially when used in upward influence More effective when used as a long-term strategy
Personal Appeals
When the requestor asks for something on the basis of friendship or loyalty. The stronger the friendship, the more successful.
Personal Appeals
Used when the requestor offers a reward or resource in exchange for performing a request. Requires requestor to have something to offer.
Apprising
When the requestor clearly explains why performing the request will benefit the target personally.
Pressure
the use of coercive power through threats and demands.
Coalitions
Enlisting other people to help influence the target.
Responses to Influence Tactics
Most Effective: Engagement Moderately Effective: Compliance Least Effective: Resistance
Engagement
Target agrees with and becomes committed to request. Reflects a shift in both the behaviors and the attitudes of employees.
Compliance
Target is willing to perform request, but does so with indifference. Reflects a shift in the behaviors of employees but not their attitudes. Most common response.
Resistance
Target is opposed to request and attempts to avoid doing it. Making excuses, trying to influence the requestor in return, or refusing.

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