1. LEADERSHIP: Theory, Application, Skill Development Robert N
LEADERSHIP: Theory, Application, Skill Development Robert N. Lussier and Christopher F. Achua
Teacher: Inamullah

2. Influencing: Power & Politics & Negotiations
Chapter 4
Influencing: Power & Politics & Negotiations

3. Leadership and Influence
Is the “influencing” process of leaders and followers to achieve organizational objectives through change
Influencing
Is the process of affecting others’ attitudes and behavior in order to achieve an objective

4. Is power good or bad for organizations?
Discussion Question #1
Is power good or bad for organizations?
4-4

5. Power
Power is the potential of influence that leader enjoys over his followers.
Because power is the potential to influence, you do not actually have to use power to influence others. Often it is the perception of power, rather than the actual use of power, that influences others

6. Sources of Power
There are two sources of power: position power and personal power.
Position power is derived from top management, and it is delegated down the chain of command.
Personal power is derived from the followers based on the leader’s behavior. Charismatic leaders have personal power.

7. Types of Power Legitimate Power Reward Power Coercive Power
Referent Power
Expert Power
Information/ Resource Power
Connection Power

8. Types of Powers
Legitimate power is based on the user’s position power, given by the organization. It is also called the legitimization influencing tactic.

9. Legitimate Power Appropriate use of Legitimate Power:
When using legitimate power, it is also helpful to use the consultation influencing tactic. This process is also known as participative management and empowering employees.
Legitimate Use of Rational Persuasion.
To get people in a good mood, the ingratiation influencing tactic may be used by being friendly and praising others before you ask them for what you want.

10. Legitimate Power Guidelines for using Rational Persuasion:
Explain the reason why the objective needs to be met.
Explain how the other party will benefit by meeting the objective.
Provide evidence that the objective can be met.
Explain how potential problems and concerns will be handled.
If there are competing plans to meet the objective, explain why your proposal is better than the competing ones.

11. Legitimate Power Increasing Legitimate Power:
To have legitimate power, you need management experience.
Exercise your authority regularly. Follow up to make sure that policies, procedures, and rules are implemented and that your objectives are achieved.
Follow the guidelines for using rational persuasion, especially if your authority is questioned.
Back up your authority with rewards and punishment.

12. Types of Power
Reward power is based on the user’s ability to influence others with something of value to them.
How to Increase your Reward Power?
Gain and maintain control over evaluating your employees’ performance and determining their raises, promotions, and other rewards.
Find out what others value, and try to reward people in that way.
Let people know you control rewards, and state your criteria for giving rewards.
Don’t promise more than you can deliver. Reward as promised, and don’t use rewards to manipulate or for personal benefit.

13. Types of Power
Coercive power involves punishment and withholding of rewards to influence compliance.
Increasing Coercive Power:
Gain authority to use punishment and withhold rewards. However, give prior warnings, understand the situation.
Don’t make rash threats.
Be persistent. If you request that followers do something and you don’t follow up to make sure it is done, sure you persistently follow up.

14. Types of Power
Referent power is based on the user’s personal relationships with others.

15. Referent Power: Based on respect & personal relationships
Earned respect increases referent power
Being better liked increases referent power
Being seen as a team player, dedicated, and effective increase referent power
Can be developed by anyone regardless of other types of power or the lack thereof
Critical between:
Leaders & followers
Peers
Leaders & their superiors

16. Expert power is based on the user’s skill and knowledge.
Types of Powers
Expert power is based on the user’s skill and knowledge.
Comes from skill, expertise, knowledge
Makes others dependent on the person with the power
Can be for advice, to fix your computer, etc.

17. Expert Power How to increase Expert Power:
To become an expert, take all the training and educational programs your organization provides.
Attend meetings of your trade or professional associations, and read their publications to keep up with current trends in your field.
Keep up with the latest technology. Volunteer to be the first to learn something new.
Project a positive self-concept, and let people know about your expertise by developing a reputation for having expertise

18. Types of Powers
Information/Resource power is based on the user’s data desired by others and other resources needed by others.
How to increase Information/Resource Power?
Have information flow through you.
Know what is going on in the organization.
Develop a network of information sources, and gather information from them.

19. Types of Powers
Connection power is based on the user’s relationships with influential people.
How 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. Participating in sports like golf may help you meet influential people.
identify the people who can help you attain it, make coalitions, and win them over to your side.
Get people to know your name. Get all the publicity you can.

20. Acquiring and Losing Power
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 explains how power is gained and lost as reciprocal influence processes occur over time between leaders and followers
Social interaction is an exchange of benefits or favors

21. 9 Influencing Tactics Rational Persuasion Pressure Legitimization
Inspirational
Appeals
Pressure
Consultation
Legitimization
Ingratiation
Coalitions
Personal 9
Influencing
Tactics
Exchange

22. THE SINGLE MOST EFFECTIVE WAY TO ACCUMULATE POWER IN AN ORGANIZATION
Regularly provide services, favors, and assistance to everyone within the organization. The more impossible these acts are to repay, the greater the power gain.

23. Organizational Politics
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
Management has a political dimension. Just as the nine influencing tactics are used within the seven types of power, these tactics are also used in organizational politics.
There is a relationship between power and organizational politics. Managers use their existing position power and politics to increase their power. Politics is the process of gaining and using power.
Summary
Heading. Text.

24. Organizational Politics
Politics Is a Medium of Exchange
Like money, politics in and of itself is inherently neither good nor bad. Politics is simply a system of getting what we want.
Political Behavior
How well you play politics directly affects your success. Networking, reciprocity, and coalitions are common organizational political behaviors.

25. Organizational Politics
Networking is the process of developing relationships for the purpose of socializing and politicking.
Reciprocity involves creating obligations and developing alliances, and using them to accomplish objectives.
Coalitions using coalitions as an influencing tactic is political behavior. Each party helps the others get what they want.

26. Political Behavior and Developing Political Skills
Reciprocity
Coalitions
Learn the Organizational
Culture & Power Players
Develop Good Working Relationships
Especially with your Manager
Be Loyal, Honest Team Player
Gain Recognition
Networking

27. Guidelines for Developing Political Skills
Learn the Organizational Culture and Power Players
Develop connection power through politicking
Learn the cultural shared values and beliefs
Learn who has power and what makes them tick and do favors for them.
Develop Good Working Relationships, Especially with Your Manager
Learn to share goals and priorities with your manager
Make or beat all deadlines and ask your manager for advice
Never let your manager be embarrassed or surprised in public because of your actions
Be a Loyal, Honest Team Player
Ethical behavior is important; do not backstab or gossip
Earn others’ respect, confidence, and trust
Gain Recognition
Find ways to let the power players know that you are doing a good job

28. Negotiation
Is a process in which two or more parties are in conflict working to reach an agreement
Is a core competency in life
Common in:
Job searches
Labor relations
Sales

29. Negotiating
Negotiation is often a zero-sum game; one party’s gain is the other party’s loss
Sell your ideas to convince the other party to give you what you want
Try to work toward a win-win result
All parties should believe they got a good deal

30. The Negotiation Process
Plan
Agreement
Close the deal.
Negotiations
No Agreement
Find out why for future negotiations.
Postponement

31. The Negotiation Process: Plan
Research the other party(ies)
Set objectives
Specific lower limit
Target objective
Opening objective
Develop options and trade-offs
Be prepared to deal with questions and objections (especially unstated ones)

32. The Negotiation Process: Negotiations
Develop rapport
Focus on obstacles, not the person
Let the other party make the first offer
Listen
Ask questions
Don’t give in too quickly
Ask for something in return

33. The Negotiation Process: Postponement
When you are not getting what you want, you may try to create urgency
When the other party becomes resistant, remember that a hard sell will not work
If the other party is creating urgency, be sure it is really urgent
Don’t be pressured into making a deal you may regret later
If you do want to postpone, give the other party a specific time you will get back to them

34. The Negotiation Process: Agreement
Get it in writing
Quit selling
Start working on a personal relationship

35. The Negotiation Process: No Agreement
Accept that agreement isn’t possible
Learn from the failure
Analyze and plan for the next time
Ask the other party what you did right and wrong

36. Ethics and Influencing
It pays to be ethical with influencing tactics
Power is only unethical when used to promote your self-interest at the expense of others
Used ethically, power helps to meet organizational objectives
It is tempting to be unethical but the price is often high

37. Ethics and Influencing
Confront others for unethical political behavior
Report unethical behavior in others
Build networks based on mutually beneficial relationships
Tell the truth in negotiations and demand the truth from the other party
Use the stakeholders’ approach to ethics and create a win-win situation