Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 14.1 Part 5 LEADING Chapter 14 INFLUENCING

Slide 14.2 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Managing and leading ‘Interpersonal skills’ perspectives –trait, behavioural and contingency ‘Power’ perspectives Does sharing power increase it? Tactics to influence others Cases and examples –British Museum, W. L. Gore, Pret A Manger, Sir Alex Ferguson, Star TV

Slide 14.3 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Overview of themes Figure 14.1 An overview of the chapter

Slide 14.4 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Why study influencing? Managing depends on influencing others –Inputs, transforming and outputs. Understanding range of models helps –influencer to choose approach suited to context; –influencee to see approach and decide response. Understanding assumptions helps to question approach and to consider alternatives and their limitations that may suit the context better.

Slide 14.5 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Managing and influencing Managers do their job (adding value to resources) by influencing others –About inputs, transformation and outputs. ‘Others’ will be subordinates, equals, higher in the hierarchy or outside the organisation – Figure 14.2.

Slide 14.6 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 The directions of influencing Figure 14.2 Influencing in four directions

Slide 14.7 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Outcomes of influence Table 14.1 Four outcomes of influence attempts

Slide 14.8 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Traits models Assumption: some people have identifiable personal attributes that make them effective –Vision, decisiveness, optimism, etc. –See Table 14.2 – the big five. Limitations –Effect of other variables (e.g. colleagues) and context. Contributions –Evidence of links to effectiveness Anderson et al. (2008) –Often used as selection criteria (see Figure 14.3 – NHS Leadership Qualities Framework).

Slide 14.9 Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Behavioural models Identified two categories of leader behaviour –Ohio State (Fleishman, 1953) initiating structure –allocating specific tasks, setting standards, scheduling, etc. consideration –expressing appreciation, helping and approachable –Michigan State (Likert, 1961) – similar Effects on performance inconclusive (but see Judge et al., 2004).

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Grid model (Blake and Mouton, 1979) Figure 14.4 The managerial grid

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Situational (or contingency) models Trait and behavioural models ignore context – ‘universal’ prescriptions Situational models propose that effective influence depends on using an approach that is suitable for the circumstances –task, environment, subordinates – for example, Sir Alex Ferguson of Manchester United.

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Path–goal theory Figure 14.6 House’s path–goal theory

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Conditions favouring participation/direction Table 14.3 Conditions favouring participative or directive styles

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Power perspectives Influence depends on person’s power French and Raven (1959) on five sources –Legitimate From formal position in organisation –Reward Access to rewards with which to persuade (influence) –Coercive Ability to use or threaten physical force –Referent Charisma, personal qualities –Expertise Acknowledged as having relevant skill.

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Personal and positional (Hales, 2001) Table 14.4 Personal and positional sources of power Source: Based on Hales (2001).

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 ‘To increase power, share it’ Kanter: position in organisation gives access to three sources of power that manager can use –Coercive – authority to give instructions –Reward – authority to use organisational resources –Expertise – administrative – authority to create formal policies that sustain their power. Sharing these with subordinates increases their power. AND Enables managers to spend time on senior/external contacts that further build their power.

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Tactics to influence others Kipnis et al. (1980) and Yukl and Tracey (1990, 1992) identify nine tactics that people use when influencing subordinates, bosses, colleagues – see Table Tactics vary with target (contingency) –Inspirational and pressure for subordinates –Rational persuasion for boss –Exchange and personal appeal for colleagues.

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Influencing through networks Maintaining relationships with others who may be able to assist. Networks of Practitioners Privileged power Ideological People-oriented Strategic Access to networks gives contacts and information to use when influencing others (e.g. Star TV) (Kleiner, 2003 on core groups).

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Integrating themes Entrepreneurship Delegation is just as valuable to the entrepreneur as it is to those in large businesses. Sustainability Managers promoting this goal will need to influence others – some of whom will oppose it. Internationalisation National cultural values affect the usefulness of influence tactics in different countries. Governance Targets of influence may respond by using their skills and power to attain their objectives.

Slide Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Summary Models of influencing enable you to analyse current practice and whether it is suited for the situation. Can also question assumptions behind an influencer’s overall approach and specific tactics. Are they right for the context, and what alternatives might work better – such as altering the balance between interpersonal and power approaches? Also enables reflection on the idea of sharing power to increase it, in view of contingency (situational) perspectives.