Chapter 12 and 13: Power, Influence, and Negotiation Leadership Flashcards
(95 cards)
1
Q
Question
A
Answer
2
Q
Accommodating
A
A conflict resolution
style by which one party gives in to the other
and acts in a completely unselfish way
3
Q
Action learning
A
Team process training in
which a team has the opportunity to work
on an actual problem within the organization,
4
Q
Action processes
A
Teamwork processes,
such as helping and coordination, that aid
in the accomplishment of teamwork as the
work is actually taking place,
5
Q
Alternative dispute resolution
A
A process
by which two parties resolve conflicts
through the use of a specially trained, neutral
third party
6
Q
Ambassador activities
A
Boundary spanning activities that are intended to protect the team, persuade others to support the team, or obtain important resources for the team
7
Q
Apprising
A
An influence tactic in which
the requestor clearly explains why performing
the request will benefit the target personally,
8
Q
Arbitration
A
A process by which a third
party determines a binding settlement to a
dispute between two parties,
9
Q
Avoiding
A
A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down
10
Q
Bargaining
A
The third stage of the negotiation
process, during which each party gives
and takes to arrive at an agreement
11
Q
BATNA
A
A negotiator’s best alternative to
a negotiated agreement
12
Q
Boundary spanning
A
Interactions
among team members and individuals
and groups who are not part of the team,
13
Q
Brainstorming
A
A team process used to
generate creative ideas.
14
Q
Centrality
A
How important a person’s job
is and how many people depend on that
person to accomplish their tasks
15
Q
Closing and commitment
A
The fourth
and final stage of the negotiation process,
during which the agreement arrived at during
bargaining gets formalized
16
Q
Coalitions
A
An influence tactic in which
the influencer enlists other people to help
influence the target,
17
Q
Coercive power**
A
A form of organizational
power based on the ability to hand
out punishment
18
Q
Cohesion
A
A team state that occurs when
members of the team develop strong emotional
bonds to other members of the team
and to the team itself
19
Q
Collaboration
A
Seen as both a conflict
resolution style and an influence tactic
whereby both parties work together to
maximize outcomes
20
Q
Communication
A
The process by which
information and meaning is transferred
from a sender to a receiver.
21
Q
Competing
A
A conflict resolution style
by which one party attempts to get his or
her own goals met without concern for the
other party’s results,
22
Q
Compliance
A
When targets of influence
are willing to do what the leader asks but
do it with a degree of ambivalence,
23
Q
Compromise
A
A conflict resolution style
by which conflict is resolved through give and-take concessions
24
Q
Consultation
A
An influence tactic whereby
the target is allowed to participate in
deciding how to carry out or implement a
request
25
Coordination loss
The quality of physical
movement in terms of synchronization of
movements and balance
26
Cross-training
Training team members in
| the duties and responsibilities of their teammates,
27
Decision informity
The process of generating
and choosing from a set of alternatives
to solve a problem.
28
Discretion
The degree to which managers
have the right to make decisions on their
own
29
Distributive bargaining
A negotiation
strategy in which one person gains and the
other person loses
30
Exchange tactic
An influence tactic
in which the requestor offers a reward in
return for performing a request
31
Exchanging information
The second
stage of the negotiation process, during
which each party makes the strongest case
for its position
32
Expert power**
A form of organizational
| power based on expertise or knowledge,
33
Groupthink
Behaviors that support conformity
and team harmony at the expense of
other team priorities
34
Hierarchical sensitivity
The degree to
which the team leader effectively weighs the
recommendations of the members,
35
Influence
The use of behaviors to cause
| behavioral or attitudinal changes in others,
36
Information richness
The amount and
depth of information that is transmitted in a
message,
37
Ingratiation
The use of favors, compliments,
or friendly behavior to make the target
feel better about the influencer
38
Inspirational appeal
The use of favors, compliments,
or friendly behavior to make the target
feel better about the influencer
39
Integrative bargaining
A negotiation
strategy that achieves an outcome that is
satisfying for both parties
40
Internalization
A response to influence
tactics where the target agrees with and
becomes committed to the request
41
Interpersonal processes
```
Teamwork
processes, such as motivating and confidence
building, that focus on the management
of relationships among team
members,
```
42
Leadership
The use of power and influence
to direct the activities of followers
toward goal achievement.
43
Legitimate power***
A form of organizational
| power based on authority or position,
44
Mediation
A process by which a third
party facilitates a dispute resolution process
but with no formal authority to dictate
a solution
45
Mental models
The degree to which
team members have a shared understanding
of important aspects of the team and its
task
46
Motivational loss
Process loss due to
team members’ tendency to put forth less
effort on team tasks than they could,
47
Negotiation
A process in which two or
more interdependent individuals discuss
and attempt to reach agreement about their
differences.
48
Network structure
The pattern of communication
that occurs regularly among
each member of a team,
49
Nominal group technique
```
A team
process used to generate creative ideas,
whereby team members individually write
down their ideas and then take turns sharing
them with the group,
```
50
Organizational politics
Individual
actions directed toward the goal of furthering
a person’s own self-interests.
51
Personal appeals
An influence tactic
in which the requestor asks for something
based on personal friendship or loyalty
52
Personal clarification
Training in
which members simply receive information
regarding the roles of the other team members,
53
Political skill
The ability to understand
others and the use of that knowledge to
influence them to further personal or organizational
objectives
54
Positional modeling
Training that
involves observations of how other team
members perform their roles,
55
Positional rotation
Training that gives
members actual experience carrying out
the responsibilities of their teammates
56
Potency
A team state reflecting the
degree of confidence among team members
that the team can be effective across situations
and tasks
57
Power
The ability to influence the behavior
of others and resist unwanted influence
in return
58
Preparation
The first stage of the negotiation
process, during which each party
determines its goals for the negotiation
59
Pressure
A n influence tactic in which the
requestor attempts to use coercive power
through threats and demands
60
Process gain
W hen team outcomes are
greater than expected based on the capabilities
of the individual members
61
Process loss
When team outcomes are
less than expected based on the capabilities
of the individual members
62
Production blocking
A type of coordination
loss resulting from team members having
to wait on each other before completing
their own part of the team task
63
Rational persuasion
The use of logical
arguments and hard facts to show someone
that a request is worthwhile
64
Referent power***
A form of organizational
power based on the attractiveness
and charisma of the leader
65
Relationship conflict
Disagreements
among team members with regard to interpersonal
relationships or incompatibilities
in personal values or preferences
66
Resistance
When a target refuses to perform
a request and puts forth an effort to
avoid having to do it
67
Reward power
A form of organizational
power based on the control of resources or
benefits
68
Scout activities
Boundary-spanning
activities that are intended to obtain information
about technology, competitors, or
the broader marketplace
69
Social loafing
A type of motivational
loss resulting from members feeling less
accountable for team outcomes relative to
independent work that results in individually
identifiable outcomes,
70
Staff validity
The degree to which team
members make good recommendations to
the team leader,
71
Substitutability
The degree to which
people have alternatives in accessing the
resources a leader controls
72
Task conflict
Disagreements among
| members about the team’s task
73
Task coordinator activities
Boundaryspanning
activities that are intended to
coordinate task-related issues with people
or groups in other functional areas
74
Taskwork processes
The activities of
team members that relate directly to the
accomplishment of team tasks.
75
Team building
Fun activities that facilitate
team problem solving, trust, relationship
building, and the clarification of role
responsibilities
76
Team process
The different types of
activities and interactions that occur within
a team as the team works toward its goals.
77
Team process training
The use of team
experiences that facilitates the team’s ability
to function and perform more effectively
as an intact unit,
78
Team states
Specific types of feelings
and thoughts that coalesce in the minds of
team members as a consequence of their
experience working together.
79
Teamwork processes
The interpersonal
activities that promote the accomplishment
of team tasks but do not involve task
accomplishment itself.
80
Transactive memory
The degree to
which team members’ specialized knowledge
is integrated into an effective system
of memory for the team
81
Transition processes
Teamwork processes,
such as mission analysis and planning,
that focus on preparation for future
work in the team,
82
Transportable teamwork competencies
Team training that involves helping
people develop general teamwork competencies
that they can transport from one
team context to another
83
Visibility
How aware others are of a
leader and the resources that leader can
provide,
84
Power
the ability to influence others and resist others influence
85
bases of power (5)
legitimate
reward
coercive
referent
expert
86
power and influence inputs (4)
substitutability: how much expertise do you have in your firm
centrality: being the hub of the wheel, if you leave how well can the company function
discretion: how much power do you have assigning work
visibility: how visible are you in terms of selling yourself
87
influence tactics
influence is the use of behaviours to cause behavioural or attitudinal changes in others
most effective:
rational persuasion
inspirational appeals
consultation
collaboration
88
responses to influence (3)
resistance: coercive, reward
compliance: coercive, reward, legitimate
internalization: legitimate, expert, referent
89
conflict resolution
competing: one party attempts to get his or her own goals met without concern for the other party's results
avoiding: one party remains neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down
accommodating: one party gives in to the other and acts in a completely unselfish way
collaboration: both parties work together to maximize outcome
compromise: give-and-take concessions
90
leadership
using power and influence to direct activities of followers toward goal achievement
91
the behavioural approach to leadership
effective leadership behaviours depend on the situation
92
day to day leadership behaviours
initiating structure: directive, task-oriented
| consideration: supportive, human focused, relations-oriented
93
transactional leadership behaviours
contingent reward: be clear on expectations and what employees stand to gain when meeting expectations
ACTIVE: management by exception: how much do you step in to take corrective action, provide constructive feedback, jelp, etc.(acting as a coach)
PASSIVE: management by exception: leader waits for the teachable moment (NOT good)
94
transformational leadership behaviours
idealized influence: connect with people on an emotional level, uses of imagery, displaying conviction
inspirational motivation: very clear vision
intellectual stimulation: challenging your followers, engaging their minds ... your vision as their own
individualized consideration: pay attention to followers on individual level
95
leader-member exchange (LMX)
the quality of the work relationship between the leader and the follower
high trust and respect
high sense of obligation
repeated exchange of favours
etc.
