Definition: The capacity of a person, team or organisation to influence others, It exists when one party perceives that he or she is dependent on the other for something Show Power is not the act of someone's attitude or behavior it is only the ______ to do so. Power is based on the target's ______ that the power holder controls. Power involves an unequal _____ of one party on another. potential, perception, dependence Definition: The capacity of a person, team or organisation to keep a more powerful person, or group, in an exchange relationship Countervailing power Power relationships depend on some minimum level of trust – a level of expectation that the more powerful party will deliver the resource. A model of power in organisations; there are 5 sources of power: Legitimate That all have the ability to hold power over others Three sources of power (_____, _____, and _____) originate mostly from the power holder’s formal position/informal role while the other two (expert and referent) originate mostly from the power holder’s own characteristics. legitimate, reward and coercive an agreement among organisational members that people in certain roles can request certain behaviours of others. This originates from formal job descriptions as well as informal rules of conduct, and operates with a ‘zone of indifference'. Name that source of power Power deriving from a person’s ability to control the allocation of rewards valued by others and to remove negative sanctions Name that source of power The ability to apply punishment is the _____ power Name that source of power The capacity to influence others by possessing knowledge or skills that they value Name that source of power The capacity to influence others on the basis of an identification and respect with the power holder. This is usually associated with charismatic leadership. Information and power - People gain information power when they _____ the flow of information to others. In highly bureaucratic companies, _____ information flow is common. control, centralised, Decentralised Definition: Degree and nature of interdependence between powerholder and others. Centrality Other forms of information power occur when a person or work unit has the ability (real or perceived) to manage environmental uncertainties. This is a derivative of expert power. There are three general strategies to help organisations cope with uncertainty: 1. Prevention: Definition: the range within which people are willing to accept someone else’s authority. zone of indifference The size of the zone increases with the extent that the power holder is trusted and makes fair decisions. Some people are also more obedient that others to authority – people who value conformity or tradition, or are from high power-distance cultures, are more obedient. Organisational culture also plays a role in this. What are the four contingencies of power substitutability Name that contingency of power a contingency of power pertaining to the availability of alternatives. This pertains to the availability of alternatives. Name that contingency of power A contingency of power pertaining to the degree and nature of interdependence between the power holder and others centrality Centrality is a function of: Name that contingency of power freedom to exercise judgement. If a power holder lacks discretionary power, this reduces their power Name that contingency of power Those who control valued resources or knowledge will only have power when others are aware of the source of the power. Discretion characteristics The freedom to exercise judgment Visibility Characteristics Symbols communicate your power source(s) Consequences of power Having power affects the power holder’s feelings of self-_____, meaning, competence and impact in the _____. It also tends to increase feelings of _____ which increases motivation, job satisfaction, organisational commitment and job performance. More powerful people are more _____-oriented and tend to act on the environment rather than hide from it. However, increased power can potentially undermine an individual’s _____ and personal relationships. determination, organisation, empowerment, goal, effectiveness Influencing others Definition: any behaviour that attempts to alter someone’s attitudes or behaviour. Types of influence tactics The first five tactics are ‘_____’ influence tactics because they force behavioural change through position power. There are 8 types of influence tactics silent authority Name that type of influence tactic Definition: any behaviour that attempts to alter someone’s attitudes or behaviour Occurs when someone complies with a request because of the requester’s legitimate power as well as the target person’s role expectations andInfluencing behavior through legitimate power without explicitly referring to that power base is what type of influence tactic Silent authority (deference to authority) It is considered to be weakest from of authority and is the most common form of influence in high power-distance cultures. Name that type of influence tactic Involves actively applying legitimate and coercive power to influence others often through applying/threatening to apply punishment if the target person does not comply. Assertiveness influence tactic Name that type of influence tactic Involves explicitly manipulating others’ access to _____ for the purpose of changing their attitudes and/or behaviour. It draws on the principal of scarcity – individuals who hold scarce resources are more powerful. It is also linked to the idea that we are influenced by what other people do in similar situations (social proof). information control influence tactic Information Name that type of influence tactic When a group that attempts to influence people outside the group (more people more power) by pooling the resources and power of its members. Upward appeal: Coalition formation Name that type of influence tactic A type of influence in which someone with higher authority or expertise is call on (in reality or symbolically) to support the influencer’s position. Upward Appeal Appealing to higher authority Name that type of influence tactic One of the most effective influence strategies for career success. The message is more important than the messenger when the issue is important to the audience. Message content can be even more persuasive when the audience is warned about opposing arguments; this is known as the _____. Persuasion: Logic, facts, emotional appeals Defined: a persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent’s arguments. There are two other considerations that play a role in persuasion: medium of communication and characteristics of the audience. Generally, face-to-face conversations work better, and it can be difficult to persuade people who have high self-esteem and intelligence, or have targeted attitudes closely connected to their self-identity. The last three tactics are ‘_____’ influence tactics because they rely more on personal sources of power, and appeal to the target person’s attitudes and needs. This is not a definitive list but the most commonly identified influence tactics: using logical arguments, factual evidence, and emotional appeals to convince people of the value of a request. is what type of influence tactic? this is the most commonly used influence tactic Name that type of influence tactic Refers to any attempt to increase liking by, or perceived similarity to, some targeted person. While _____ can be effective, people who engage in high levels are less influential and less likely to get promoted as they are viewed as insincere and self-serving. Ingratiation is part of a larger influence technique: impression management Women tend to use strategies associated with likeability while men tend to use strategies associated with competence. Ingratiation and impression management: Name that type of influence tactic Involves the promise of benefits or resources in ______ for the target person’s compliance. This may also include reminders of past benefits or favours. Negotiation is an integral part of this tactic. The five organisational currencies that can be used in exchange Task-related
currencies Name that organisational currency Describe resources that focus on task completion , such as larger budgets, information and effort for work completion Name that organisational currency Offers possibility of promotion, recognition of achievements and skills, increased visibility or contacts. Position-related currencies: Name that organisational currency. Offers opportunity to behave ethically, contribute to a greater good, or display excellence. Inspiration-related currencies: Name that organisational currency. The use of personal concerns such as the need for acceptance and growth by offering friendship, personal support and empathy. Relationship-related currencies: Name that organisational currency Personal-related currencies: Consequences and contingencies of influence tactics There are three ways that people react when others try to influence them: Resistance 1. Resistance: people/work units opposed the behaviour desired by the influencer. 2. Compliance: people are motivated to implement the influencer’s request at a minimal level of effort and for instrumental reasons. 3. Commitment: the strongest form of influence when people identify with the influencer’s request and are highly motivated to implement it. The most appropriate strategy for _____ tactics also depends on other contingencies: Power and influence through social networks Social networking: cultivating social relationships with others to accomplish one’s goals. Power and influence through social networks Social networks generate power through _____ _____: the goodwill and resulting resources shared among members in a social network. Power and influence through social networks Understanding and analysing networks Three ways that a network can benefit individuals: 1. Access: obtain information more readily Power and influence through social networks Strong ties, weak ties, many ties The volume of information, favours and other social capital increases with number of people connected to a network (breadth), but the more people connected, the less time and energy an individual has to form ‘strong ties’ or close-knit relationships. However, strong ties are not necessarily the most valuable as having weak ties with people form diverse networks can be more valuable than having strong ties with people in similar networks. Social networks can increase: Expert power (gaining knowledge from others) Three factors in centrality: Shortest path between others: you control _____ of others interactions, dependence, resources Building and Maintaining Networks We often build networks according to self-_____ and ____. similarity, proximity, strategic Influence tactics and organisational politics _____ _____: behaviours that others perceive as self-serving tactics for personal gain at the expense of other people and possibly the organisation. Organisational politics are in the eye of the beholder because they are based on perceptions rather than behaviours. Organisational politics tends to reduce job _____, organisational commitment, organisational _____ and increase levels of work-related stress. satisfaction, citizenship Conditions
that are supportive of organisational politics Scarce resources Minimising organisational politics and its consequences scarce, Effective, organisational Which of the following sources of power originates from the Powerholder's own characteristics?Expert and referent power originate mainly from the power holder's own characteristics. Feedback: Two other sources of power—expert and referent—originate mainly from the power holder's own characteristics; in other words, people carry these power bases around with them.
Which of the following is a form of soft influence tactics?The Soft Tactics
There are six soft approaches to influencing others: rational persuasion, socializing, exchanging, personal appeals, consultation, and inspirational appeals.
Which of the following are forms of impression management?The most common impression management strategies include ingratiation, intimidation, supplication, self-promotion and exemplification.
Which of the following is a contingency of power?Called the contingencies of power, these four conditions are substitutability, centrality, discretion, and visibility. These contingencies are not sources of power; rather they determine the extent to which people can leverage the power they have to make things happen within organizations.
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Which of the following sources of power originates from the powerholders own characteristics?
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