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Chapter 16

Chapter 16. 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. Effective leadership is purposeful

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Chapter 16

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  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 ManagerExpert ManagerReferent Manager

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

  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. Outcomes of Influence Attempts Commitment Resistance Compliance

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

  11. Influencing Tactics Type Tool 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 1 Polite request • Level 2 Stronger request, I-statements • Level 3 Statement of consequences if behavior doesn’t change • Level 4 Application 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 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. Push Styles...

  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

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