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MGMT 363 > Chapter 13 > Flashcards

Chapter 13 Flashcards

1
Q

Leadership

A

The use of power and influence to direct the activities of followers toward goal achievement

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2
Q

Direction can affect…

A

o Followers’ interpretation of events
o The organization of their work activities
o Their commitment to key goals
o Their relationships to other followers
o Their access to cooperation and support from other work units

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3
Q

Power

A

The ability to influence the behavior of others and resist unwanted influence in return
- Just because a person has the ability to influence others does not mean they will actually choose to do so

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4
Q

Power can be seen as the ability to resist the influence attempts of others…

A

o Voicing a dissenting opinion
o Refusing to perform a specific behavior
o Organization of an opposing group of coworkers

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5
Q

Organizational Power: Legitamate Power

A

A form of organizational power based on authority or position
- “Formal authority”
- Title
- Understood right to ask others to do things that are considered within the scope of their authority
o NOT to ask something outside the scope of their jobs or roles within the organization

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6
Q

Organizational Power: Reward Power

A

A form of organizational power based on the control of resources or benefits
- Ex: Managers generally have control over raises, performance evaluations, awards, more desirable job assignments, and resources an employee might require to perform a job effectively

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7
Q

Organizational Power: Coercive Power

A

A form of organizational power based on the ability to hand out punishment

  • Operates primarily on the power of fear
  • Ex: Managers have the right to fire, demote, suspend, or lower the pay of an employee
  • Poor form of power to use regularly -> tends to result in negative feelings toward those that wield it
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8
Q

Personal Power: Expert Power

A

A form of organizational power based on expertise or knowledge
- High track record of high performance, the ability to solve problems, or specific knowledge that’s necessary to accomplish tasks -> influence over those who need that expertise

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9
Q

Personal Power: Referent Power

A

A form of organizational power based on the attractiveness and charisma of the leader
- Generally derived from affection, admiration, or loyalty toward a specific individual

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10
Q

Contincency Factors

A

Substitutability
Discresion
Centrality
Visibility

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11
Q

Substitutability

A

The degree to which people have alternatives in accessing the resources a leader controls

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12
Q

Discretion

A

The degree to which managers have the right to make decisions on their own

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13
Q

Centrality

A

How important a person’s job is and how many people depend on that person to accomplish their tasks

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14
Q

Visibility

A

How aware others are of a leader and the resources that leader can provide

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15
Q

Influence

A

The use of behaviors to cause behavioral or attitudinal changes in others

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16
Q

Influence can be seen as directional…

A

o Downward: managers influencing employees
o Lateral: peers influencing peers
o Upward: employees influencing managers

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17
Q

Influence is all relative…

A

The absolute power of the “influencer” and “influencee” isn’t as important as the disparity between them

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18
Q

Rational Persuasion:

A

The use of logical arguments and hard facts to show someone that a request is worthwhile
o Most effective when it helps show that the proposal is important and feasible
o Important because it’s the only tactic that is consistently successful in the case of upward influence

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19
Q

Inspirational Appeal:

A

An influence tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction
o To be effective, leaders need to know what kinds of things are important to the target

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20
Q

Consultation

A

An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request
o Increases commitment from the target, who now has a stake in seeing that his or her opinions are valued

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21
Q

Collaboration

A

Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes
o Leader could help complete the task, provide required resources, or removing obstacles that make task completion difficult

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22
Q

Ingratiation

A

The use of favors, compliments, or friendly behavior to make the target feel better about the influencer
o “Sucking up” in the upward influence sense
o More effective when used as a long-term strategy

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23
Q

Personal Appeals

A

An influence tactic in which the requestor asks for something based on personal friendship or loyalty

24
Q

Apprising

A

An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally

25
Q

Pressure

A

An influence tactic in which the requestor attempts to use coercive power through threats and demands
o May only bring benefits over the short term

26
Q

Coalitions

A

An influence tactic in which the influencer enlists other people to help influence the target
o Could be peers, subordinates, or one of the target’s supervisors
o Usually used in one of the other tactics

27
Q

Exchange Tactic

A

An influence tactic in which the requestor offers a return for performing a request
o Requires requestor to have something of value to offer
o Very unpredictable and could end up having a negative effect on influence

28
Q

Influence tactics tend to be most successful when…

A
  1. Influence tactics tend to be most successful when used in combination
  2. Influence tactics that tend to be most successful are those that are “softer” in nature
    (Personal forms of power)
29
Q

Internalization

A

A response to influence tactics where the target agrees with and becomes committed to the request

  • Best outcome: employees put forth the greatest level of effort in accomplishing what they are asked to do
  • Shift in behaviors and the attitudes of employees
30
Q

Compliance

A

When targets of influence are willing to do what the leader asks but do it with a degree of ambivalence

  • Shift in behaviors but not in attitudes
  • Most common response to influence attempts in organizations, because anyone with some degree of power who makes a reasonable request is likely to achieve compliance
31
Q

Resistance

A

When a target refuses to perform a request and puts forth an effort to avoid having to do it

  • Comes in the form of making excuses, trying to influence the requestor in return, or simply refusing to carry out the request
  • Most likely when the influencer’s power is low relative to the target or when the request is inappropriate or unreasonable
32
Q

Organizational Politics

A

Individual actions directed toward the goal of furthering a person’s own self-interests
- A leader needs to be able to push his or her own ideas and influence others through the use of organizational politics

33
Q

Political Skill

A

The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives

34
Q

Networking Ability

A

an adeptness at identifying and developing diverse contacts

35
Q

Social Astuteness

A

having an unassuming and convincing personal style that’s flexible enough to adapt to different situations

36
Q

Interpersonal Influence

A

involves having an unassuming and convincing personal style that’s flexible enough to adapt to different situations

37
Q

Apparent Sincerity

A

involves appearing to others to have high levels of honesty and genuineness

38
Q

Extremely political environments:

A

shown to cause lower job satisfaction, increased strain, lower job performance (both task and extra-role related), higher turnover intentions, and lower organizational commitment

39
Q

Factors that are most likely to increase politics:

A
  • Those that raise the level of uncertainty in the environment
    o Limited/changing resources
    o Ambiguity in role requirements
    o High performance pressures
    o Unclear performance evaluation measures
  • A lack of employee participation in decision making
40
Q

Conflicts arise when individuals perceive that their goals are in opposition

A
  • Conflict and politics are clearly intertwined (pursuit of one’s own self-interest often breeds conflict in others)
41
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

  • (HIGH ASSERTIVENESS, LOW COOPERATION)
  • High levels of organizational power (can use legitimate or coercive power to settle conflict)
  • Hard forms of influence (pressure or coalitions)
  • Best used in situations when the leader knows he’s right and needs a quick decision made (won’t win you many friends)
42
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

  • (LOW ASSERTIVENESS, LOW COOPERATION)
  • Avoiding never really resolves the conflict
43
Q

Accommodating

A

A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way
(LOW ASSERTIVENESS, HIGH COOPERATION)
- Good strategy when the issue is not really important to them (and the leader has less power than the other party)
- If leaders know they are going to lose the conflict due to their lack of power anyway, it might be a better long-term strategy to give in the demands from the other party

44
Q

Collaboration

A

Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes

  • Win-win form of conflict resolution
  • Most effective form of conflict resolution (especially task-oriented rather than personal)
45
Q

Negotiation

A

A process in which two or more independent individuals discuss and attempt to reach agreement about their differences

46
Q

Distributive Bargaining

A

A negotiation strategy in which one person gains and the other person loses
- Win-lose (or “zero-sum”) over a “fixed-pie” of resources

47
Q

Integrative Bargaining

A

A negotiation strategy that achieves an outcome that is satisfying for both parties

  • Win-win scenario, preserves long-term relationships
  • Involves problem solving and mutual respect
  • Collaboration needs to be involved
48
Q

Negotiation Stages:

A
  1. Preparation
  2. Exchanging Information
  3. Bargaining
  4. Closing and Committment
49
Q

Preparation

A

The first stage of the negotiation process, during which each party determines its goals for the negotiation
- Most Important Stage of the Negotiating Process
o Determine goals and what the parties have to offer
- BATNA: A negotiator’s best alternative to a negotiated agreement

50
Q

Exchanging Information

A

The second stage of the negotiation process, during which each party makes the strongest case for its position

  • Nonconfrontational process
  • Attempts to put all favorable information on the table
  • Lots of questions
51
Q

Bargaining

A

The third stage of the negotiation process, during which each party gives and takes at an agreement
- The degree that each party keeps the other party’s concerns and motives in mind, this stage will go much more smoothly

52
Q

Closing and Commitment

A

The fourth and final stage of the negotiation process, during which the agreement arrive at during bargaining gets formalized
- Could be formal like a contract or informal like a handshake

53
Q

Negotiator Biases

A
  • When a party sees themselves as having more power than the other they are more likely to demand more, concede less, and behave more aggressively (DISTRIBUTIVE APPROACH)
  • When parties seem themselves as equals they are more likely to take the INTEGRATIVE APPROACH
54
Q

Alternative Dispute Resolution

A

A process by which two parties resolve conflicts through the use of a specially trained, neutral third party

55
Q

Meditation

A

A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate
- Helps parties come to an agreement

56
Q

Arbitration

A

A process by which a third party determines a binding settlement to a dispute between two parties
- Much riskier for both parties (goal is not to make everyone happy)

MGMT 363 (5 decks)

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