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Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-1
Chapter 4
Influencing: Power,
Politics,
Networking and
Negotiation
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-2
Influencing
The process
of affecting
others’
attitudes
and behavior
to achieve
an objective.
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-3
2 Sources of Power
Position
Personal
Derived from
top management
Derived from the
follower based
on leader’s behavior
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-4
Types of Power
• Legal/Legitimate:
– Comes from appointed/elected position
– Most followers grant this to a leader
• Reward:
– Control of things valued by followers
– Based on exchange relationship
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-5
Types of Power
Referent:
– Based on respect & personal relationships
• Earned respect increases referent power
• Being better liked increases referent power
• Being seen as a team
player, dedicated, and effective increase
referent power
– Can be developed by anyone regardless of
other types of power or the lack thereof
– Critical between:
• Leaders & followers
• Peers
• Leaders & their superiors
– Excellent base for a relational or balanced
relational/structural leadership style
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-6
Types of Power
• Expert:
– Comes from skill, expertise, knowledge
– Makes others dependent on the person
with the power
– Can be for advice, to fix your
computer, etc.
• Information/Resource:
– Comes from control of data, information
or other needed resources
• $$$
• Equipment
• Human Resources
• Supplies & Material
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-7
Types of Power
• Coercive/Punishment:
– Ability to punish or withhold rewards
– Often used by peers to enforce norms
• Connection:
– Comes from associating with influential
people
– Political
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-8
THE SINGLE MOST EFFECTIVE
WAY TO ACCUMULATE POWER
IN AN ORGANIZATION
Regularly provide services,
favors, and assistance to
everyone within the
organization. The more
impossible these acts are to
repay, the greater
the power gain.
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-9
Politics
• The process
of gaining and
using power
• Fact of life in
organizations
• Neither good
or bad
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-10
Networking
Reciprocity
Coalitions
3
Common
Political
Behaviors
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-11
Political Behavior Skill
Development
Reciprocity
Coalitions
Networking
Learn the Organizational
Culture & Power Players
Develop Good Working Relationships
Especially with your Manager
Be Loyal, Honest Team Player
Gain Recognition
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-12
Networking on the Job
• Key to promotion to
higher management
• Requires social skills
• Is about building
professional relationships
and friendships
• Difficult for women
– Not called “the good old boy
network” for nothing
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-13
Networking to Find a Job
• Most successful approach
• 2/3 of all jobs
– Word of mouth
– Informal referrals
• Results in more new jobs
than all other methods
combined
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-14
The Networking Process
• Perform a self-assessment and
set goals
• Create your one-minute self sell
• Develop your network
• Conduct networking interviews
• Maintain your network
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-15
Perform a Self-Assessment
and Set Goals
• Accomplishments
• Tie accomplishments to the
Job Interview
• Set Networking Goals
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-16
Create Your
One-Minute Self-Sell
• History of your career
• Plans for the future
• Questions to stimulate
conversation
• Write and Practice
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-17
Develop Your Network
• Begin with who you know
• Expand to people you don’t
know
– Referrals
– Volunteer work
• Develop ability to remember
peoples’ names
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-18
Conduct
Networking Interviews
• Not job interviews
• Use network list
• Use many interviews to
reach networking goals
• Informal or via telephone
• You are the interviewer
– Be prepared
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-19
Conducting Interviews
• Establish rapport
• Deliver your one-minute self-
sell
• Ask prepared questions
• Get additional contacts for your
network
• Ask your contacts how you
might help them
• Followup
– Send thank-you notes
– Give status reports
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-20
NEGOTIATION
• Two or more parties which
are in conflict (disagreement)
working to reach an
agreement
• Common in:
– Job searches
– Labor relations
– Sales
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-21
Negotiation Process
Plan
Postponement
Agreement
Close the
deal
No
Agreement
Negotiations
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-22
PLAN
• Research the other party(ies)
• Set objectives
– Lower limit
– Objective
– Opening
• Develop options & tradeoffs
• Be prepared to deal with
questions & objections
(especially unstated)
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-23
NEGOTIATIONS
• Develop rapport
• Keep it professional, never
personal
• Try to get the other person to
make the first offer
“He who mentions a dollar amount first,
loses”, Job Hunting adage
• Ask questions
• Listen
• Don’t give in too quickly
• Never give something up for
free
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-24
POSTPONEMENT
• May be advantageous or
disadvantageous
• Most interested party
usually tries to avoid
postponements
– May try to create a sense of
urgency
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-25
Agreement
• Both sides should feel good
about the agreement
• Get it in writing
• Quit selling
• Start work on a personal
relationship
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-26
Disagreement
• Accept that agreement isn’t
possible
• Learn from the failure
• Ask the other party what
you did right & wrong
• Analyze and plan for the
next time
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-27
Negotiation Adage
• “If you can’t afford to
walk away, or at least
convince the other side
that you will walk away,
you’ve already lost.”
– Convincing others you will walk
away when you can’t is very
tough.

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Ch04 leadership

  • 1. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-1 Chapter 4 Influencing: Power, Politics, Networking and Negotiation
  • 2. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-2 Influencing The process of affecting others’ attitudes and behavior to achieve an objective.
  • 3. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-3 2 Sources of Power Position Personal Derived from top management Derived from the follower based on leader’s behavior
  • 4. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-4 Types of Power • Legal/Legitimate: – Comes from appointed/elected position – Most followers grant this to a leader • Reward: – Control of things valued by followers – Based on exchange relationship
  • 5. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-5 Types of Power Referent: – Based on respect & personal relationships • Earned respect increases referent power • Being better liked increases referent power • Being seen as a team player, dedicated, and effective increase referent power – Can be developed by anyone regardless of other types of power or the lack thereof – Critical between: • Leaders & followers • Peers • Leaders & their superiors – Excellent base for a relational or balanced relational/structural leadership style
  • 6. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-6 Types of Power • Expert: – Comes from skill, expertise, knowledge – Makes others dependent on the person with the power – Can be for advice, to fix your computer, etc. • Information/Resource: – Comes from control of data, information or other needed resources • $$$ • Equipment • Human Resources • Supplies & Material
  • 7. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-7 Types of Power • Coercive/Punishment: – Ability to punish or withhold rewards – Often used by peers to enforce norms • Connection: – Comes from associating with influential people – Political
  • 8. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-8 THE SINGLE MOST EFFECTIVE WAY TO ACCUMULATE POWER IN AN ORGANIZATION Regularly provide services, favors, and assistance to everyone within the organization. The more impossible these acts are to repay, the greater the power gain.
  • 9. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-9 Politics • The process of gaining and using power • Fact of life in organizations • Neither good or bad
  • 10. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-10 Networking Reciprocity Coalitions 3 Common Political Behaviors
  • 11. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-11 Political Behavior Skill Development Reciprocity Coalitions Networking Learn the Organizational Culture & Power Players Develop Good Working Relationships Especially with your Manager Be Loyal, Honest Team Player Gain Recognition
  • 12. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-12 Networking on the Job • Key to promotion to higher management • Requires social skills • Is about building professional relationships and friendships • Difficult for women – Not called “the good old boy network” for nothing
  • 13. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-13 Networking to Find a Job • Most successful approach • 2/3 of all jobs – Word of mouth – Informal referrals • Results in more new jobs than all other methods combined
  • 14. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-14 The Networking Process • Perform a self-assessment and set goals • Create your one-minute self sell • Develop your network • Conduct networking interviews • Maintain your network
  • 15. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-15 Perform a Self-Assessment and Set Goals • Accomplishments • Tie accomplishments to the Job Interview • Set Networking Goals
  • 16. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-16 Create Your One-Minute Self-Sell • History of your career • Plans for the future • Questions to stimulate conversation • Write and Practice
  • 17. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-17 Develop Your Network • Begin with who you know • Expand to people you don’t know – Referrals – Volunteer work • Develop ability to remember peoples’ names
  • 18. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-18 Conduct Networking Interviews • Not job interviews • Use network list • Use many interviews to reach networking goals • Informal or via telephone • You are the interviewer – Be prepared
  • 19. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-19 Conducting Interviews • Establish rapport • Deliver your one-minute self- sell • Ask prepared questions • Get additional contacts for your network • Ask your contacts how you might help them • Followup – Send thank-you notes – Give status reports
  • 20. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-20 NEGOTIATION • Two or more parties which are in conflict (disagreement) working to reach an agreement • Common in: – Job searches – Labor relations – Sales
  • 21. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-21 Negotiation Process Plan Postponement Agreement Close the deal No Agreement Negotiations
  • 22. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-22 PLAN • Research the other party(ies) • Set objectives – Lower limit – Objective – Opening • Develop options & tradeoffs • Be prepared to deal with questions & objections (especially unstated)
  • 23. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-23 NEGOTIATIONS • Develop rapport • Keep it professional, never personal • Try to get the other person to make the first offer “He who mentions a dollar amount first, loses”, Job Hunting adage • Ask questions • Listen • Don’t give in too quickly • Never give something up for free
  • 24. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-24 POSTPONEMENT • May be advantageous or disadvantageous • Most interested party usually tries to avoid postponements – May try to create a sense of urgency
  • 25. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-25 Agreement • Both sides should feel good about the agreement • Get it in writing • Quit selling • Start work on a personal relationship
  • 26. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-26 Disagreement • Accept that agreement isn’t possible • Learn from the failure • Ask the other party what you did right & wrong • Analyze and plan for the next time
  • 27. Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 4-27 Negotiation Adage • “If you can’t afford to walk away, or at least convince the other side that you will walk away, you’ve already lost.” – Convincing others you will walk away when you can’t is very tough.