Chapter 8 Power and Influence: Exercising Leadership and Exercising Politics

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Chapter 8Power and Influence Exercising
Leadership and Exercising Politics
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The Constant Tug-of-War between Self-Interest and
Mutuality of Interest Requires Managerial Action
Influence tactics

• Organizationalcontributors
• Individual
• Groups

Empowerment
Mutuality ofInterest(organizationaleffectivenes
s)
MotivationTeam building Communication Leadersh
ip
Self-Interest
Political tactics
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Nine Generic Influence Tactics

• Rational persuasion. Trying to convince someone
  with reason, logic, or facts.
• Inspirational appeals. Trying to build enthusiasm
  by appealing to others emotions, ideals, or
  values.
• Consultation. Getting others to participate in
  planning, making decisions, and changes.
• Ingratiation. Getting someone in a good mood
  prior to making a request being friendly,
  helpful, and using praise or flattery.
• Personal appeals. Referring to friendship and
  loyalty when making a request.

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Nine Generic Influence Tactics

• Exchange. Making express or implied promises and
  trading favors.
• Coalition tactics. Getting others to support your
  effort to persuade someone.
• Pressure. Demanding compliance or using
  intimidation or threats.
• Legitimating tactics. Basing a request on ones
  authority or right, organizational rules or
  polices, or express or implied support from
  superiors.

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Five Bases of Power

• Reward power Promising or granting rewards.
• Coercive power Threats or actual punishment.
• Legitimate power Based on position or formal
  authority.
• Expert power Sharing of knowledge or
  information.
• Referent power Power of ones personality
  (charisma).

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Delegation
The process of granting decision-making
authority to lower-level employees.
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Barriers to Delegation

• Belief in the fallacy, If you want it done
  right, do it yourself.
• Lack of confidence and trust in lower-level
  employees.
• Low self-confidence.
• Fear of being called lazy.
• Vague job definition.
• Fear of competition from those below.
• Lack of controls that provide early warning of
  problems with delegated duties.
• Poor example set by bosses who do not delegate.

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Organizational Politics and Impression Management
Organizational politics Involves intentional
acts of influence to enhance or protect the
self-interest of individuals or groups.

• Political Tactics
• Attacking or blaming others.
• Using information as a political tool
• Impression management The process by which
  people attempt to control or manipulate the
  reactions of others to images of themselves or
  their ideas.

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Managing Organizational Politics

• Reduce System Uncertainty
• Reduce Competition
• Break Existing Political Fiefdoms
• Prevent Future Fiefdoms