lecture 9

Question 1

what is power?

Answer 1

the ability to influence the behaviour of others and resist unwanted influence in return

Question 2

what are the 5 types of power?

Answer 2

organizational power
- legitimate power: based on a position of authority (ex; “manager” power)
- reward power: based on control of resources or benefits (ex; control over raises or awards)
- coercive power: based on ability to hand out punishment (ex; control over firing, suspending)

personal power
- expert power: based on expertise and knowledge (ex; skill in a computer program)
- referent power: based on attractiveness and charisma (ex; admiration of someone)

Question 3

what are the 4 contingencies of power?

Answer 3

sustainability
centrality
discretion
visibility

Question 4

what is sustainability?

Answer 4

power increases when there are no substitutes for the rewards or resources a person controls

Question 5

what is centrality?

Answer 5

power increases when a person’s role is important and interdependent with others

Question 6

what is discretion?

Answer 6

power increases when one has the freedom to make his or her own decisions

Question 7

what is visibility?

Answer 7

power increases when others know about the person and the resources he or she can provide

Question 8

what is influence?

Answer 8

the use of an actual behaviour that causes behavioural or attitudinal changes in others

influence can be multidirectional
- downward, lateral, and upward

Question 9

what is the zone of indifference?

Answer 9

the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

the range of orders or instructions an individual will accept and follow without questioning their legitimacy

Question 10

what are the most effective, moderately effective, and least effective influence tactics?

Answer 10

most effective:
- rational persuasion
- consultation
- inspirational appeals
- collaboration

moderately effective
- ingratiation
- personal appeals
- exchange
- apprising

least effective
- pressure
- coalitions

Question 11

what is rational persuasion?

Answer 11

use of logical arguments and hard facts to show that a request is worthwhile

(ex; “Research shows that structured interviews are better than unstructured interviews, so we have good reason to change our selection process”)

Question 12

what is inspirational appeal?

Answer 12

appeal to one’s values and ideals to create an emotional or attitudinal reaction

(ex; “I know you value a good education for all, and this new approach to the course will really motivate our students”)

Question 13

what is consultation?

Answer 13

target is allowed to participate in deciding how to carry out a request

(ex; “You’re going to have to design our new customer satisfaction survey, but it’s at your discretion how many and which questions to include”)

Question 14

what is collaboration?

Answer 14

leader makes it easier for target to complete request by offering to work with and help the target

(ex: You’re going to have more students in your class, but I can provide the resources that you need”)

Question 15

what is ingratiation?

Answer 15

use of favours, compliments, or friendly behaviour to make the target feel better about the influencer

(ex; “I really like the sweater you’re wearing today. By the way, could you help me proofread my presentation?”)

Question 16

what are personal appeals?

Answer 16

requestor asks for something based on friendship or loyalty

(ex; “Larry, we’ve been friends for a long time. As my friend, could you help me with the graphic for my presentation?”)

Question 17

what is apprising?

Answer 17

requestor clearly explains why performing the request will benefit the target personally

(ex; “Bill, if you help me get this project done, it’ll look good on your resume”)

Question 18

what is pressure?

Answer 18

use of coercive power through threats and demands

(ex; “Sal, if you don’t finish this project by Friday, you have a good chance of being fired”)

Question 19

what is coalitions?

Answer 19

influencer enlists other people to help influence the target

(ex; “We all agree that this project is way too time consuming. I even went to your boss, and she agrees too”)

Question 20

what is an exchange tactic?

Answer 20

requestor offers a reward in return for performing a request

(ex; “Jenny, if you get this project done by Thursday, you can leave at noon on Friday”)

Question 21

what is internalization, compliance, and resistance?

Answer 21

internalization: target agrees with and becomes committed to request
(behavioural and attitudinal changes)

compliance: target is willing to perform request, but does so with indifference
(behavioural change only)

resistance: target is opposed to request and attempts to avoid doing it
(no change in behaviour or attitude)

Question 22

People in organizations use their power and influence in a number of ways, including:

Answer 22

navigating the political environment
resolving conflict
negotiating within and between organizations

Question 23

what are organizational politics?

Answer 23

actions by individuals that are directed toward the goal of furthering their own self-interest

Question 24

what are political skills?

Answer 24

the ability to effectively understand others and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

1. networking ability
2. social astuteness
3. interpersonal influence
4. apparent sincerity

Question 25

there are ___ different styles of conflict resolution styles individuals can use when handling conflict they can be viewed as combinations of what 2 separate factors?

Answer 25

5 how assertive are they in pursuing their goals? (concern for own outcomes) how cooperative are they in concern for others? (concern for others' outcomes)

Question 26

note*

Answer 26

lecture 9 slide 32 and 33 or note: conflict resolution- uncooperative + unassertive = avoiding (lose-lose) cooperative + unassertive = accommodating (lose-win) cooperative + assertive = collaborating (win-win) uncooperative + assertive = competing (win-lose) middle = compromise

Question 27

avoiding = ? [(un)cooperative + (un)assertive?]

Answer 27

uncooperative + unassertive withdrawal - deliberate decision not to take action on a conflict or to stay out of a conflict

Question 28

accommodating = ? [(un)cooperative + (un)assertive]?

Answer 28

cooperative + unassertive self-sacrificing - concern that the other party's goals be met but relatively unconcerned with getting one's own way

Question 29

competing = ? [(un)cooperative + (un)assertive]?

Answer 29

uncooperative + assertive fighting - satisfying one's own interests; willing to do so at other party's expense

Question 30

compromising = ?

Answer 30

negotiating - each party gives up something to reach a solution

Question 31

collaborating = ? [(un)cooperative + (un)assertive]?

Answer 31

cooperative + assertive mutual problem solving - arriving at a solution agreeable to all through open and thorough discussion

Question 32

what is negotiating?

Answer 32

a process in which two or more interdependent individuals discuss an attempt to come to an agreement about their different preferences

Question 33

what is win-lose - distributive bargaining?

Answer 33

the goals of the parties are in conflict, and each party seeks to maximize its resources

Question 34

what is win-win - integrative negotiation?

Answer 34

focuses on the merits of the issues and seeks a win-win solution

Question 35

what does BATNA stand for?

Answer 35

best alternative to a negotiated agreement

Question 36

what are the 9 best negotiation practices?

Answer 36

not sure if need to memorize these* 1. be prepared - gather info - think about interests not positions 2. diagnose the negotiation structure - assess whether distributive or integrative - consider degree of interdependency 3. make sure you have a BATNA - be willing to walk away 4. remember the intangibles - (ex; relationships, protecting your reputation) 5. actively manage coalitions 6. remember that rationality and fairness are relative 7. engage in active (reflective) listening 8. generate several alternatives before finalizing an agreement 9. continue to learn from your experience

Question 37

power and influence have a moderate ________ effect on performance

Answer 37

moderate positive

Question 38

power and influence can have a moderate _______ effect on commitment

Answer 38

moderate positive

Question 39

what is leadership?

Answer 39

the use of power and influence to direct the activities of followers toward goal achievement emergence vs. effectiveness

Question 40

what has effective leadership been linked to?

Answer 40

- employee attitudes (job satisfaction, commitment) - OCBs - motivation - individual, team, and organizational performance - psychological and physical well-being

Question 41

what is the "great man" theory?

Answer 41

early research attempted to understand leadership by studying the lives of "great men" are there characteristics that distinguish these impressive individuals from others?

Question 42

intelligence is a _______ (strong/ weak) predictor of performance in complex jobs

Answer 42

strong - distinguishes between top and middle managers (multiple R = .52) - meta-analytic evidence -- r = .53 with managerial success -- r = .27 with leader effectiveness

Question 43

emotional intelligence... (effective or emergence)

Answer 43

more skilled communicators are rated as more effective leaders and have more satisfied followers

Question 44

self-efficacy...

Answer 44

leadership efficacy is related to multi-source leadership ratings proposed to influence team performance through effects on follower's self-efficacy beliefs

Question 45

note*

Answer 45

While leader traits do explain leader effectiveness in part, leader behaviours explain a large amount of the variance!!!!!

Question 46

note*

Answer 46

leaders can be separated by the style they use when making important decisions these styles vary in how much control is retained by the leader, and how much control is given to the followers

Question 47

In one study, following the model resulted in effective decisions 68% of the time. Not following the model resulted in effective decisions ?% of the time.

Answer 47

22%

Question 48

high follower control styles vs. high leader control styles

Answer 48

high follower control - delegative style - facilitative style - consultative style - autocratic style high leader control leaders instincts usually violate the model - leaders overuse consultative styles and underutilize autocratic and facilitative

Question 49

what 2 broad dimensions encompass day-to-day leadership behaviours?

Answer 49

initiating structure - defining and structuring the roles and tasks of employees for goal attainment - (r = .29) consideration - building relationships characterized by mutual trust, respect, and consideration of employees' feelings - (r = .41)

Question 50

what is transformational leadership?

Answer 50

A pattern of behaviours that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential. It is most often contrasted with so-called “transactional leadership,” which is built around exchanges of rewards and punishments, or “laissez-faire” leadership, which is the absence of action

Question 51

differ between transactional vs. transformational leadership

Answer 51

transactional leadership: - contingent reward - management by exception - active - management by exception - passive - Laissez- Faire - (r = .39) transformational leadership: - inspirational motivation - idealized influence - intellectual stimulation - individualized consideration - (r = .44)

Question 52

note*

Answer 52

lecture 9, slide 80 might be important to review! initiating structure vs. consideration vs. transactional vs. transformational

Question 53

what is the leader-member exchange (LMX)

Answer 53

focuses on the leader-follower "relationship" rather than leader behaviour assumption: leaders behave differently with different followers effective leadership results when leaders and employees develop and maintain high-quality, social-exchange relationships

Question 54

what is the difference between high-quality and low-quality relationships?

Answer 54

high quality relationships: - member is part of the "in-group" - more responsibility, higher satisfaction low-quality relationships: - member is part of the "out-group" - less responsibility, lower satisfaction

Question 55

transformational leadership has a _______ (weak/ moderate/ strong) positive effect on performance

Answer 55

moderate positive

Question 56

transformational leadership has a _______ (weak/ moderate/ strong) positive effect on commitment

Answer 56

strong positive

Question 57

note*

Answer 57

Many training programs focus on transformational leadership content, and research suggests that those programs can be effective.