Chapter 5Influencing: Power, Politics, Networking, and Negotiation
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Understand the concept of influence Describe the various influence tactics Understand the two sources of power
(position power and personal power) Understand the various types of power
(legitimate, reward, coercive, referent, expert, information, and connection)
Understand ways to increase one’s power Describe organizational politics
Learning Objectives
Learning Objectives Understand common organizational political
behaviors including networking, reciprocity, and coalitions
Understand the guidelines for developing political skills
Explain the steps in the networking process.
Describe negotiation, the negotiation process, and the steps in the negotiation process
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Leadership and Influence Influence
Is the process of affecting others’ attitudes and behavior in order to achieve an objective
Influence is required to: Gain power Play organizational politics Network Negotiate Get what you want
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Rationalpersuasion
Inspirationalappeal
Pressure Consultation
Legitimization Ingratiation
Coalitions Personalappeal
InfluencingInfluencingTacticsTactics
Exchange
Influencing Tactics
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Power Is the leader’s potential influence
over followers There are two sources of power:
Position power Personal power
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Legitimate power Is based on the user’s position power within
the organization The use of legitimate power is appropriate
when asking people to do something that is within the scope of their jobs
Types of Power
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To increase legitimate power: Get management experience Work to gain the perception of power Exercise your authority regularly Following the guidelines of for using rational
persuasion, especially if your authority is being questioned
Back up your authority with rewards and punishment
Types of Power (cont.)
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Types of Power (cont.) Reward power
Is based on the user’s ability to influence others with something of value to them
Impacts performance expectations and achievement
A leader’s power is strong or weak based on his or her ability to reward and punish
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To increase reward power: Have control over employee evaluations,
raises, promotions, and other rewards Find out what others value Let people know you control rewards, and
state your criteria for receiving them
Types of Power (cont.)
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Coercive power Involves punishment and withholding of
rewards to influence employee compliance Often used by peers to enforce norms Used to maintain discipline and enforce rules Without it, employees may ignore the leader Overuse undermines the leader’s authority
and creates hostile opposition Has generally been declining as an influence
technique
Types of Power (cont.)
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To increase coercive power: Gain authority to use punishment and
withhold rewards Do not use coercive power to gain personal
benefits Be persistent, set deadlines, and check
progress often
Types of Power (cont.)
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Referent power Is based on the user’s personal relationships
with others Being liked or the desire to be liked gives
referent power Is appropriate for people with weak, or no,
position power, such as with peers
Types of Power (cont.)
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To increase referent power: Develop people skills Work at having good relationships with
managers, peers, and subordinates
Types of Power (cont.)
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Expert power Is based on one’s skill and knowledge Makes others dependent on the person with
the expert power The more people come to the expert for
advice, the expert’s power increases
Types of Power (cont.)
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To increase expert power: Take training and educational programs Attend trade or professional association
meetings and programs Keep up with new technology Project a positive self-concept Let people know about your expertise to
develop a reputation
Types of Power (cont.)
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Information power Is based on the user’s information desired by
others Have the opportunity to distort information
to influence others Employees provide information to managers,
which can also be distorted
Types of Power (cont.)
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To increase information power: Have information flow through you Know what is going on in the organization Develop and use a network of information
sources and gather information from them
Types of Power (cont.)
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Connection power Is based on the user’s relationship with
influential people Is a form of organizational politics The right connections can give power, or at
least the perception of power
Types of Power (cont.)
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To increase connection power: Expand your network of contacts with
important managers who have power Join the “in crowd” and the “right”
associations and clubs When you want something, identify the
people who can help you attain it Get people to know your name
Types of Power (cont.)
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Power can change over time Personal power can be easily gained or
lost Abuse of power will result in loss of power Social exchange theory
Acquiring and Losing Power
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Is the process of gaining and using power Can be used to increase one’s power Is neither good or bad; it is its use that
determines this Is a reality of organizational life because
politics affects attitudes and behavior Is a medium of exchange Political skill is about building relationships
to help one meet their organizational objectives
Organizational Politics
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Coalitions
CommonCommonOrganizationalOrganizational
PoliticalPoliticalBehaviorsBehaviors
Common Organizational Political Behaviors
Reciprocity
Networking
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Reciprocity Coalitions
Networking
Learn the organizational culture and power players
Develop good working relationships,especially with your manager Be a loyal, honest team player
Gain recognition
Guidelines for Developing Political Skills
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Perform a self-assessment and set goals Create your one-minute self-sell Develop your network Conduct networking interviews Maintain your network
The Networking Process
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List and prioritize your talents and the characteristics of an ideal new career or job
Translate your talents into accomplishments
Tie your accomplishments to the job interview
Set networking goals
Perform a Self-Assessment and Set Goals
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History of your career Plans for the future Questions to stimulate conversation Write and practice your one-minute self-
sell
Create Your One-Minute Self-Sell
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Begin with who you know Expand to people you don’t know Develop your ability to remember
peoples’ names
Develop Your Network
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Use your network list of people to set up a networking interview to meet your goal
Usually a phone call or 20-minute face-to-face meeting
Remember, you are the interviewer
Conduct Networking Interviews
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Establish rapport Deliver your one-minute self-sell Ask prepared questions Get additional contacts for your network Ask your contacts how you might help
them Follow up Maintain your network
Conduct Networking Interviews (cont.)
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Is a process in which two or more parties are in conflict working to reach an agreement All parties should believe they got a good
deal Negotiation skills can be developed
Negotiation
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PlanPlan
PostponemenPostponementt
AgreementAgreementClose the deal.Close the deal.
No No AgreementAgreementFind out why Find out why for future for future negotiations.negotiations.
NegotiationsNegotiations
The Negotiation Process
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Research the other party(ies) Set objectives
Specific lower limit Target objective Opening objective
Try to develop options and trade-offs Anticipate questions and objections, and
prepare answers
The Negotiation Process: Plan
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Develop rapport and focus on issues and obstacles, not the person
You may want to let the other party make the first offer
Listen and ask questions to focus on meeting the other party’s needs
Don’t give in too quickly and ask for something in return
Once agreement has been made, restate it and put it in writing
What happens if there is no agreement?
The Negotiation Process: Negotiations
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