PHASE 2 - CH. 14: POWER AND INFLUENCE Flashcards Preview

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Flashcards in PHASE 2 - CH. 14: POWER AND INFLUENCE Deck (41):
1

effective leadership

requires ability of leader to appropriately size up a situation and appeal to desires, needs, asiprations of followers

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leadership

execrize of power abd effective use of influence

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power

potential of 1 group/indiviula to influence ehavior, thinking, attitudes of another invidual or group, transofrms indiviudal interests into coordinated acitives that accomplish common goals/objectives

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nfluence

means/vehicle by which poweris excersize- something one does, capacity to change attitidues/values of another indiviual to create mutuall beneficial outcomes

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interpersonal power

derived from number of sources - indivudal formal authority ,ability to delivier/enforce punish, level of knowledge expertise, pwerosnal attractive

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forms of interpersonal power -

5 bases of power

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5 bases of power who what

john r.p french and bertram raven - legitamate power, reward power, coercive power, expert ower, referent power

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legitamate power

based on formal position individal holds in an organization -perception someone has right/legitamcy to influence behavior by nature of his/her organization - more legit power when subordination repsetive his her postition in ogganizaton

9

reward power

when 1 person has ability to reward another for his her behavior, understand what motivates others - someone can provide and consequence or remove - ones for certain power

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coercive power

when 1 person has ability to punsih another for his/her behavior - perception someone can pusnish anothe rfor nonconformity

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expert power

based on significantce difference in knowledge level of two plus indivudals in particular area access to info is interpersonal power

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referent power

personal liking idnvidual has for another personal appeal`

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positional and personal power who what

david whetten, kim cameron , 9 bases of power, classify/explains interpersonal power

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positional power

obtain frm indivuals formal place within organizaiton structure, described in terms of positisons central felxiblity, visibility, centrality, fleibliyt, visibility, relevance

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personal power

obtain from having personal attribuets others desire - experties, attractiveness, effort, legtiaamcy

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relational power

power gained fromt rypes of netowrks to which individual belongs, types of ppl in networks, strength of relative within network, form of informal power based on nature of indivudals' various relationships in an organization, task career, social

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challenges of interpersonal power

dont letpwoer overwhelm relaity, contexxt ot a situation

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three respoonses to power

resistance, compliance, commitment

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resistance

active and passive

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active resistance

refused to do what's asked

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passive resistance

pretend to agree but do nothing

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compliance

complete task assign but without excitement of personal uy in

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commitment

most preferred outcome, occurs when employes fund agree wiht mimgmt decision and work hard o ensure promper implementation, align employee values and mgmt values

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power and connection includes

interdependence, resource scarcity, disagree on proiorities

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interdependence who what

ranjay gulati and maxim sythc study some of dynamcs of pwoer and dependene that exists between individuals in contextor organization and suppliers

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dependence asymmetry

exist when firm is more dependedn on business partner than business partner is on firm

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joint dependence

sum of dependence of eahc on the other both firms depend on other - higher degree of involvemnt in terms of higher quality info flows, trust estb between business partners

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resource scarcity

lack of sufficient resources - money staff, forcing idinvidals in organizaiton to make cirtical decisions about how to besta allocate avaialbe resources throughout competition

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disagree on priorities

goals of one may not correspornd other

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three primary styles of influence

pushing pulling, moving away

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pushing style

one person to others - push opinion onto others, persuade, assert

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pulling style

bridge/attracting, draw info from others, common groud

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bridigng

share personal info, listening

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attracting

common ground, goals

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moving away style

disengage from sistuation and opt out of influence process for period of time - disengage

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reciprocation principle

law of reciprocity - favors must be repaid at some time, d osomething good now, obligated to e repaid

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liking

physical attractive, similarity, compliment, cooperation

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authority

positional power

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scarcity

opportunities seem more valuvable when limited

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build sources of power

take stock of one's sources at personal positional relational power

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assess performance

feedback, regual input monitor actions