tailieunhanh - Lecture Organizational behavior: Improving performance and commitment in the workplace (4/e): Chapter 13 – Colquitt, LePine, Wesson

Chapter 13 - Leadership: power and negotiation. After reading this chapter, you should be able to answer the following questions: What is leadership, and what role does power play in leadership? What are the different types of power that leaders possess, and when can they use those types most effectively? What behaviors do leaders exhibit when trying to influence others, and which of these is most effective?. | Leadership: Power and Negotiation Chapter 13 Leadership The use of power and influence to direct the activities of followers toward goal achievement When you think of “effective leaders”, who do you think of? Power The ability to influence the behavior of others and resist unwanted influence in return What made the leaders you named powerful, exactly? Types of Power Contingency Factors Leaders are better able to use their power to influence others when they have: Low substitutability High discretion High centrality High visibility Influence The use of an actual behavior that causes behavioral or attitudinal changes in others Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers) Influence Tactics Response to Influence Tactics Power and Influence in Action Leaders can use their power and influence in a number of ways, including: Navigating the political environment in the organization | Leadership: Power and Negotiation Chapter 13 Leadership The use of power and influence to direct the activities of followers toward goal achievement When you think of “effective leaders”, who do you think of? Power The ability to influence the behavior of others and resist unwanted influence in return What made the leaders you named powerful, exactly? Types of Power Contingency Factors Leaders are better able to use their power to influence others when they have: Low substitutability High discretion High centrality High visibility Influence The use of an actual behavior that causes behavioral or attitudinal changes in others Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers) Influence Tactics Response to Influence Tactics Power and Influence in Action Leaders can use their power and influence in a number of ways, including: Navigating the political environment in the organization Resolving conficts 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 skill is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives Organiz- ational Politics Conflict Resolution There are five different styles a leader can use when handling conflict, each of which is appropriate in different circumstances The five styles can be viewed as combinations of two separate factors: How assertive leaders want to be in pursuing their own goals How cooperative they are with regard to the concerns of others Conflict Resolution Negotiation 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 .