1. Influencing: Power, Politics, Networking, and Negotiation
Chapter 5
Influencing: Power, Politics, Networking, and Negotiation

2. Learning Objectives 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

3. 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

4. Leadership and 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

5. Influencing Tactics Influencing Tactics Rational persuasion
Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders.
Rational
persuasion
Inspirational
appeal
Pressure
Consultation
Influencing
Tactics
Legitimization
Ingratiation
Summary
Heading. Text.
Coalitions
Personal
appeal
Exchange

6. Power Is the leader’s potential influence over followers
There are two sources of power:
Position power
Personal power

7. Types of Power 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

8. Types of Power (cont.) 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

9. 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

10. Types of Power (cont.) 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

11. Types of Power (cont.) 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

12. Types of Power (cont.) 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

13. Types of Power (cont.) 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

14. Types of Power (cont.) To increase referent power:
Develop people skills
Work at having good relationships with managers, peers, and subordinates

15. Types of Power (cont.) 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

16. Types of Power (cont.) 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

17. Types of Power (cont.) 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

18. Types of Power (cont.) 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

19. Types of Power (cont.) 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

20. Types of Power (cont.) 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

21. 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

22. Organizational Politics
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

23. Common Organizational Political Behaviors
Use this space for overall reminders or special tips linked to the slide or occasion. Simply select this text and replace it with your own reminders.
Networking
Common
Organizational
Political
Behaviors
Reciprocity
Summary
Heading. Text.
Coalitions

24. Guidelines for Developing Political Skills
Learn the organizational
culture and power players
Develop good working relationships,
especially with your manager
Be a loyal, honest team player
Gain recognition
Reciprocity
Coalitions
Networking

25. The Networking Process
Perform a self-assessment and set goals
Create your one-minute self-sell
Develop your network
Conduct networking interviews
Maintain your network

26. Perform a Self-Assessment and Set Goals
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

27. Create Your One-Minute Self-Sell
History of your career
Plans for the future
Questions to stimulate conversation
Write and practice your one-minute self-sell

28. Develop Your Network Begin with who you know
Expand to people you don’t know
Develop your ability to remember peoples’ names

29. Conduct Networking Interviews
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

30. Conduct Networking Interviews (cont.)
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

31. Negotiation
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

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

33. The Negotiation Process: Plan
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

34. The Negotiation Process: Negotiations
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?