ADM 2336 Lecture Notes - Lecture 18: Ingratiation, Assertiveness, Conflict Resolution
16 Jun 2018
School
Department
Course
Professor
Power, Influence, and Negotiation
Power
The ability…
To influence the behaviour of others
○
To resist unwanted influence in return
○
•
Types of power
Organizational power
Legitimate power
This is where a person in a higher position has control over
people in a lower position in an organization
□
§
Reward power
This is where a person motivates others by offering raises,
promotions, and awards
□
§
Coercive power
This is where a person leads threats and force
□
It is unlikely to win respect and loyalty
□
§
○
Personal power
Expert power
This is the perception that one posses superior skills of
knowledge
□
§
Referent power
This is the ability to convey a sense of personal acceptance or
approval
□
It is based on attractiveness and charisma
□
§
○
•
Contingency factors
Leaders are better able to use their power to influence others when they
have…
Low substitutability
Existence of substitutes for rewards or resources the leader
controls
□
§
High discretion
Leader not restrained by organizational rules□
§
High centrality
Importance of the leader's role and interdependence with
others
□
§
High visibility
Others know about the leader and the resources he/she
controls
□
§
○
•
Influence
The use of an actual behaviour that causes behavioural or attitudinal changes in
other
Most frequently occurs downward (managers influencing employees)
○
But can also be lateral (peers influencing peers)
○
Upward (employees influencing managers)
○
•
How to build your personal power
Develop your expertise and industriousness
Do extraordinary things at work, which are highly visible and
important
§
This will build your expert and referent power
§
○
Develop your charisma (to build referent power)
Do the right thing (ethical, moral)
§
Enthusiastically encourage the group to achieve higher degree of
success
§
○
•
Influence tactics
Less effective
It is very counterproductive □
Pressure
§
Coalitions
§
○
Moderately effective
Ingratiation
Use of favours, compliments or friendly behaviour to make
target feel better about influencer
□
§
Personal appeals
§
Exchange
§
Apprising
Requestor explains why performing the request will benefit
the target personally
□
§
○
Most effective
Rational persuasion
§
Consultation
§
Inspirational appeals
§
Collaboration
§
○
•
Responses to influence attempts
Resistance (least effective)
Target is opposed to request and attempts to avoid doing it
§
No change in behaviour or attitude
§
This response is more likely when the influencer's power is low or
inappropriate or unreasonable
§
○
Compliance
Target is willing to perform request, but does so with indifference
§
Behavioural change only
§
○
Internalization
Target agrees with and becomes committed to request
§
Behavioural and attitudinal changes
§
This is the best outcome for the leader
§
○
•
Resistance to (Manager's) influence attempts
Dysfunctional resistance
Purpose
Prevent the manager's instruction or request from being
carried out
□
§
Examples
Saying "no", ignoring the request, stating that the request was
not understood
□
§
○
Constructive resistance
Purpose
Engage in dialogue with the manager to find a better course
of action
□
§
Examples
Suggesting that a different solution may be more effective,
explaining legitimate concerns with the request
More likely to be well-received by the manager,
especially if they already trust you
®
□
§
○
•
Power and influence in action
People can use their power and influence in a number of ways, including
Navigating the political environment in the organization
○
Resolving conflicts within the organization
○
Negotiation within and between organizations
○
•
Organizational politics
Actions by individuals that are directed toward the goal of furthering their
own self-interests
Political skills are…
The ability to effectively understand others at work□
The ability to use that knowledge to influence others in ways
that enhance personal and/or organizational objectives
□
§
○
•
Political skills
Social astuteness
Able to carefully observe others, to understand social interactions,
to be aware of one's own behaviour, and to interpret that of others
§
○
Interpersonal influence
Is humble (not arrogant) yet convincing; able to make people feel
comfortable (unguarded)
§
○
Networking ability
Develops and uses various networks of people who can help one
achieve personal goals; master of quid pro quo
§
○
Apparent sincerity
Skills at being perceived as sincere, honest and open
§
○
•
Conflict resolution
Five different styles you can use when handling conflict (each one
appropriate in different circumstances)
○
The five styles can be viewed as combinations of two separate factors
Assertiveness and cooperative
§
○
•
Negotiation process
A process in which two or more interdependent individuals discuss and
attempt to come to an agreement about their different preferences
Distributive bargaining: win-lose style with fixed pie, zero sum
conditions
§
Integrative bargaining: win-win style utilizing mutual respect and
problem solving
§
○
•
Negotiation stages
Preparation
○
Exchanging information
○
Bargaining
○
Closing and commitment
○
•
Class 18 -Mar. 20th
Tuesday, March 20, 2018
15:56
Power, Influence, and Negotiation
Power
The ability…
To influence the behaviour of others
○
To resist unwanted influence in return
○
•
Types of power
Organizational power
Legitimate power
This is where a person in a higher position has control over
people in a lower position in an organization
□
§
Reward power
This is where a person motivates others by offering raises,
promotions, and awards
□
§
Coercive power
This is where a person leads threats and force□
It is unlikely to win respect and loyalty □
§
○
Personal power
Expert power
This is the perception that one posses superior skills of
knowledge
□
§
Referent power
This is the ability to convey a sense of personal acceptance or
approval
□
It is based on attractiveness and charisma □
§
○
•
Contingency factors
Leaders are better able to use their power to influence others when they
have…
Low substitutability
Existence of substitutes for rewards or resources the leader
controls
□
§
High discretion
Leader not restrained by organizational rules
□
§
High centrality
Importance of the leader's role and interdependence with
others
□
§
High visibility
Others know about the leader and the resources he/she
controls
□
§
○
•
Influence
The use of an actual behaviour that causes behavioural or attitudinal changes in
other
Most frequently occurs downward (managers influencing employees)
○
But can also be lateral (peers influencing peers)
○
Upward (employees influencing managers)
○
•
How to build your personal power
Develop your expertise and industriousness
Do extraordinary things at work, which are highly visible and
important
§
This will build your expert and referent power
§
○
Develop your charisma (to build referent power)
Do the right thing (ethical, moral)
§
Enthusiastically encourage the group to achieve higher degree of
success
§
○
•
Influence tactics
Less effective
It is very counterproductive
□
Pressure
§
Coalitions
§
○
Moderately effective
Ingratiation
Use of favours, compliments or friendly behaviour to make
target feel better about influencer
□
§
Personal appeals
§
Exchange
§
Apprising
Requestor explains why performing the request will benefit
the target personally
□
§
○
Most effective
Rational persuasion
§
Consultation
§
Inspirational appeals
§
Collaboration
§
○
•
Responses to influence attempts
Resistance (least effective)
Target is opposed to request and attempts to avoid doing it
§
No change in behaviour or attitude
§
This response is more likely when the influencer's power is low or
inappropriate or unreasonable
§
○
Compliance
Target is willing to perform request, but does so with indifference
§
Behavioural change only
§
○
Internalization
Target agrees with and becomes committed to request
§
Behavioural and attitudinal changes
§
This is the best outcome for the leader
§
○
•
Resistance to (Manager's) influence attempts
Dysfunctional resistance
Purpose
Prevent the manager's instruction or request from being
carried out
□
§
Examples
Saying "no", ignoring the request, stating that the request was
not understood
□
§
○
Constructive resistance
Purpose
Engage in dialogue with the manager to find a better course
of action
□
§
Examples
Suggesting that a different solution may be more effective,
explaining legitimate concerns with the request
More likely to be well-received by the manager,
especially if they already trust you
®
□
§
○
•
Power and influence in action
People can use their power and influence in a number of ways, including
Navigating the political environment in the organization
○
Resolving conflicts within the organization
○
Negotiation within and between organizations
○
•
Organizational politics
Actions by individuals that are directed toward the goal of furthering their
own self-interests
Political skills are…
The ability to effectively understand others at work□
The ability to use that knowledge to influence others in ways
that enhance personal and/or organizational objectives
□
§
○
•
Political skills
Social astuteness
Able to carefully observe others, to understand social interactions,
to be aware of one's own behaviour, and to interpret that of others
§
○
Interpersonal influence
Is humble (not arrogant) yet convincing; able to make people feel
comfortable (unguarded)
§
○
Networking ability
Develops and uses various networks of people who can help one
achieve personal goals; master of quid pro quo
§
○
Apparent sincerity
Skills at being perceived as sincere, honest and open
§
○
•
Conflict resolution
Five different styles you can use when handling conflict (each one
appropriate in different circumstances)
○
The five styles can be viewed as combinations of two separate factors
Assertiveness and cooperative
§
○
•
Negotiation process
A process in which two or more interdependent individuals discuss and
attempt to come to an agreement about their different preferences
Distributive bargaining: win-lose style with fixed pie, zero sum
conditions
§
Integrative bargaining: win-win style utilizing mutual respect and
problem solving
§
○
•
Negotiation stages
Preparation
○
Exchanging information
○
Bargaining
○
Closing and commitment
○
•
Class 18 -Mar. 20th
Tuesday, March 20, 2018 15:56
Document Summary
This is where a person in a higher position has control over people in a lower position in an organization. This is where a person motivates others by offering raises, promotions, and awards. This is where a person leads threats and force. It is unlikely to win respect and loyalty. This is the perception that one posses superior skills of knowledge. This is the ability to convey a sense of personal acceptance or approval. Leaders are better able to use their power to influence others when they have . Existence of substitutes for rewards or resources the leader controls. Importance of the leader"s role and interdependence with others. Others know about the leader and the resources he/she controls. The use of an actual behaviour that causes behavioural or attitudinal changes in other. But can also be lateral (peers influencing peers) Do extraordinary things at work, which are highly visible and important. This will build your expert and referent power.
