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McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Leadership: Power and Negotiation Chapter 13
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13-2
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13-3 Leadership The use of power and influence to direct the activities of followers toward goal achievement ๏ When you think of “effective leaders”, who do you think of?
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13-4 Power The ability to influence the behavior of others and resist unwanted influence in return ๏ What made the leaders you named powerful, exactly?
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13-5 Types of Power
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13-6 Influence The use of an actual behavior that causes behavioral or attitudinal changes in others ๏ Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers)
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13-7 Influence Tactics
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13-8 Response to Influence Tactics
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13-9 Organizational Politics Actions by individuals that are directed toward the goal of furthering their own self-interests ๏ Political skill is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives
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13-10 Organiz- ational Politics
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13-11 Conflict Resolution There are five different styles a leader can use when handling conflict, each of which is appropriate in different circumstances The five styles can be viewed as combinations of two separate factors: ๏ How assertive leaders want to be in pursuing their own goals ๏ How cooperative they are with regard to the concerns of others
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13-12 Conflict Resolution
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13-13 Negotiation A process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences ๏ Distributive bargaining: win-lose style with fixed pie, zero sum conditions ๏ Integrative bargaining: win-win style utilizing mutual respect and problem solving
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13-14
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13-15 How Important are Power and Influence?
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