1. Chapter 16

2. Power Configuration Utilize appropriate power bases Power effectiveness enhances leadership effectiveness Changing and situational Power is actualized when it is applied within a collective environment

3. Effective leadership is purposeful Effective use of power should also be purposeful

4. Position Expert Referent

5. Position Expert Referent A B C Position Manager Expert Manager Referent Manager

6. 35% 30% 35% Position Referent Expert 15% 20% 65% 10% 45%

7. Power and Influence POWER—the capacity to influence the behavior of others INFLUENCE—the process by which people successfully persuade others to follow their advice, suggestions, or orders

8. Influence Tactics: Rational Persuasion: logical arguments Inspirational Appeals: arouse enthusiasm Consultation: participation Ingratiation: praise & flattery Personal appeals: loyalty Exchange: barter Coalition: support of others Legitimating: claim rights by position Pressure: demands, threats, persistency

9. Resistance Compliance Commitment Outcomes of Influence Attempts

10. Sources of Power Position Expertise Effort Relationships Coercive power Charisma Referent power Control over resources Control and access to information Strategic contingency power

11. Influencing Tactics TypeTool Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Legitimating tactics Pressure Logical arguments and facts Target’s values, ideals, and aspirations Inclusion of target in planning Praise, flattery, friendly, helpful behavior Target’s loyalty and friendship Reciprocated favors Seek aids of others Claim authority or right, point to policy, tradition Demands, threats, frequent checking

12. Muscle Level Continuum Level 1Polite request Level 2Stronger request, I-statements Level 3Statement of consequences if behavior doesn’t change Level 4Application of consequences in

13. Assertive Persuasion Behaviors: Reasoning, debating, presenting ideas, proposals, and suggestions that involve facts and logic Language: I suggest we adopt the second proposal for the following three reasons... Push Styles...

14. Reward and Punishment Push Styles... Behaviors: Stating expectations, using incentives and pressures, evaluating, demanding, bargaining Language: I expect you to be at work on time. If you are late, I will have to dock your pay.

15. Participation and Trust Behaviors: Understanding, involving and supporting others, personal disclosure, active listening Language: What do the rest of you think we should do? Pull Styles...

16. Common Vision Behaviors: Inspiring, visioning, finding common ground, aligning Language: Imagine what we could accomplish if we worked together. Pull Styles...

17. Four Ways Not to Persuade Force an initial up-front hard sell. Resist compromise Believe that the secret of persuasion lies in presenting great arguments. Assume persuasion is a one-shot effort.

18. Four Essential Steps in Persuasion Establish credibility Frame for common ground Provide evidence Connect emotionally

19. The Law of Reciprocity The almost universal belief that people should be paid back for what they do One good (or bad) deed deserves another.

20. Commonly Traded Organizational Currencies Inspiration-Related Currencies vision, excellence, moral/ethical correctness Task-Related Currencies resources, assistance, cooperation, information Position-Related Currencies advancement, recognition, visibility, reputation, importance/insiderness, network/contacts

21. ...Commonly Traded Organizational Currencies Relationship-Related Currencies acceptance/inclusion, personal support, understanding Personal-Related Currencies self-concept, challenge/learning, ownership/involvement, gratitude