978-1285866352 Chapter 5 Solution Manual Part 1

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72 Instructor’s Manual for Leadership: Theory, Application, Skill Development, 6e

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CHAPTER 5

Influencing: Power, Politics, Networking, and

Negotiation

Chapter Outline

I. POWER

A. Sources of Power

B. Types of Power and Influencing Tactics, and Ways to Increase Your Power

II. ORGANIZATIONAL POLITICS

A. The Nature of Organizational Politics

B. Political Behavior

C. Guidelines for Developing Political Skills

III. NETWORKING

A. Perform a Self-Assessment and Set Goals

B. Create Your One-Minute Self-Sell

C. Develop Your Network

D. Conduct Networking Interviews

E. Maintain Your Network

F. Social Networking at Work

IV. NEGOTIATION

A. Negotiating

B. The Negotiation Process

V. ETHICS AND INFLUENCING

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New To This Edition

 The chapter has been updated throughout. There are 80 references and 5 are from the 5e; so 75 or 94% of

the references are new to this edition

 The opening case is Mark Cuban, but the case has been completely re-written and shortened.

 The introduction to the Power section has been essentially re-written with all new references.

 The amount of explanation of the Types of Power and Influencing Tactics, and Ways to Increase Your

Power has been reduced.

 The subsection, Acquiring and Losing Power has been deleted.

 The introduction to the Networking section has been re-written with all new references.

 The 2nd level heading Social Networking at Work has been dropped to a 3rd level, re-written and shortened.

 The key term definition of negotiation has been changed.

 The end of the chapter case title and the people’s names in the case have been changed.

Lecture Outline

PowerPoint: You may use the PowerPoint supplement to enhance your lectures. Even if your classroom is not

equipped to use PowerPoint, you can review the material on your personal computer to get teaching ideas and to

copy the slides. Copies of the slides can be made into overheads. (Slide 5-1 chapter title and Slide 5-2 is Los)

III. POWER (Slide 5-3)

Power is the leader’s potential influence over followers.

Because power is the potential to influence, you do not actually have to use power to influence others. Often it is the

perception of power, rather than the actual use of power, which influences others.

A. Sources of Power (Slide 5-4 and Discussion Question Slide 5-5)

Learning Outcome (LO) 5-1. Explain the differences between position power and personal power.

Position power is derived from top management and is delegated down the chain of command. Thus,

people at the top of the organization have more power than those at the bottom of the organization.

Personal power is derived from the followers based on the leader’s behavior. All managers have position

power, but they may or may not have personal power. Nonmanagers do not have position power, but they

may have personal power.

There are two sources of power: position power and personal power.

1. Position Power

Position power is derived from top management, and it is delegated down the chain of command.

2. Personal Power

Personal power is derived from the followers based on the leader’s behavior. Charismatic leaders have

personal power.

A nonmanagers can only have personal power. A manager can have only position power or both position

and personal power.

B. Types of Power and Influencing Tactics, and Ways to Increase Your Power (Slide 5-6 holds Exhibit 5.1)

LO 5-2. Discuss the differences among legitimate, reward, coercive, and referent power.

Legitimate, reward, and coercive power are all related. A leader with position power usually has the power

to reward and punish (coercive). However, a person with referent power may or may not have position

power to reward and punish, and the leader influences followers based on relationships.

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In the late 1950s, French and Raven distinguished five types of power (reward, coercive, legitimate, expert, and

referent). Connection (politics) and information power have been added to update the important types of power.

1. Legitimate Power (Slide 5-7)

Legitimate power is based on the user’s position power, given by the organization.

It is also called the legitimization influencing tactic.

a. Appropriate Use of Legitimate Power

When using legitimate power, it is also helpful to use the consultation influencing tactic.

With consultation, you seek others’ input about achieving an objective and are open to developing a

plan together to achieve the objective.

This process is also known as participative management and empowering employees.

b. Legitimate Use of Rational Persuasion (Slide 5-8)

As a manager meeting objectives through your employees, or in dealing with higher-level managers

and people over whom you have no authority, it is often helpful to use the rational persuasion

influencing tactic.

Rational persuasion includes logical arguments with factual evidence to persuade others to implement

your recommended action.

When trying to persuade others to do something for you, it is helpful to use the ingratiation influencing

tactic. Be friendly and praise others before you ask them for what you want.

c. Using Rational Persuasion (Slide 5-9)

When you develop a rational persuasion, follow these guidelines:

 Explain the reason why the objective needs to be met.

 Explain how the other party will benefit by meeting the objective.

 Provide evidence that the objective can be met.

 Explain how potential problems and concerns will be handled.

d. Increasing Legitimate Power (Slide 5-10)

To increase your legitimate power, follow these guidelines:

 To have legitimate power, you need management experience, which could also be a part of your

job.

 Exercise your authority regularly.

 Follow the guidelines for using rational persuasion, especially if your authority is questioned.

 Back up your authority with rewards and punishment.

2. Reward Power (Slide 5-11)

Reward power is based on the user’s ability to influence others with something of value to them.

A leader’s power is strong or weak based on his or her ability to punish and reward followers.

An important part of reward power is having control over resources, such as allocating expense and budget

funds.

a. Appropriate Use of Reward Power (Slide 5-12)

When employees do a good job, they should be rewarded.

When dealing with higher-level managers and people over whom you have no authority, you can use

the exchange influencing tactic by offering some type of reward for helping you meet your objective.

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The incentive for exchange can be anything of value.

b. Increasing Reward Power (Slide 5-13)

To increase your reward power, follow these guidelines:

1. Gain and maintain control over evaluating your employees’ performance and determining their

raises, promotions, and other rewards.

2. Find out what others value, and try to reward people in that way.

3. Let people know you control rewards, and state your criteria for giving rewards.

3. Coercive Power (Slide 5-14)

The use of coercive power involves punishment and withholding of rewards to influence compliance.

It is also called the pressure influencing tactic.

a. Appropriate Use of Coercive Power

Coercive power is appropriate to use in maintaining discipline and enforcing rules. Coercion may work

when employees are not willing to do as requested. Employees tend to resent managers’ use of

coercive power.

b. Increasing Coercive Power (Slide 5-15)

To increase your coercive power, follow these guidelines:

1. Gain authority to use punishment and withhold rewards.

2. Don’t make rash threats; do not use coercion to manipulate others or to gain personal benefits.

3. Be persistent.

WORK APPLICATION 5-1

Select a present or past manager who has or had coercive power. Give a specific

example of how he or she uses or used reward and punishment to achieve an

objective. Overall, how effective is (or was) this manager at using rewards and

punishment?

YOU MAKE THE ETHICAL CALL 5.1

Following Orders

Answers will vary based on opinion.

4. Referent Power (Slide 5-16)

Referent power is based on the user’s personal relationship with others.

It is also called the personal appeals influencing tactic based on loyalty and friendship.

Leaders can also use the inspirational appeals influencing tactic. The leader appeals to the follower’s

values, ideals, and aspirations, or increases self-confidence by displaying his or her feelings to appeal to the

follower’s emotions and enthusiasm.

a. Appropriate Use of Referent Power (Slide 5-17)

The use of referent power is particularly appropriate for people with weak, or no, position power, such

as with peers. Referent power is needed in self-managed teams because leadership should be shared.

b. Increasing Referent Power

To increase your referent power, follow these guidelines:

1. Develop your people skills.

2. Work at your relationship with your manager and peers.

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5. Expert Power (Slide 5-18)

Expert power is based on the user’s skill and knowledge.

Experts commonly use the rational persuasion influencing tactic because people believe they know what

they are saying and that it is correct.

a. Appropriate Use of Expert Power

New managers frequently depend on employees who have expertise in how the organization runs and

know how to get things done politically.

Expert power is essential to employees who are working with people from other departments and

organizations.

b. Increasing Expert Power (Slide 5-19)

To increase your expert power, follow these guidelines:

1. To become an expert, take all the training and educational programs your organization provides.

2. Attend meetings of your trade or professional associations, and read their publications (magazines

and journals) to keep up with current trends in your field. Write articles to be published. Become

an officer in the organization.

3. Keep up with the latest technology. Volunteer to be the first to learn something new.

4. Project a positive self-concept, and let people know about your expertise by developing a

reputation for having expertise.

6. Information Power (Slide 5-20)

Information power is based on the user’s data desired by others.

Information power involves access to vital information and control over its distribution to others.

a. Appropriate Use of Information Power

Leaders use information power when making rational persuasion and often with inspirational appeals.

b. Increasing Information Power (Slide 5-21)

To increase your information power, follow these guidelines:

1. Have information flow through you.

2. Know what is going on in the organization.

3. Develop a network of information sources, and gather information from them.

WORK APPLICATION 5-2

Select a past or present job. Who did (or do) you usually go to for expertise and

information? Give examples of when you went to someone for expertise and when

you went to someone for information.

7. Connection Power (Slide 5-22)

Connection power is based on the user’s relationship with influential people.

With a coalition influencing tactic, leaders use influential people to help persuade others to meet their

objective. Coalitions are also a political strategy.

WORK APPLICATION 5-3

1. Think of a present or past manager. Which type of power does (or did) the

manager use most often? Explain.

2. Which one or two suggestions for increasing your power base are the most

relevant to you? Explain.

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a. Appropriate Use of Connection Power

When you are looking for a job or promotions, connections can help. Connection power can also help

you get resources you need.

b. Increasing Connection Power (Slide 5-23 and Discussion Questions on Slide 5-24)

To increase your connection power, follow these guidelines:

1. Expand your network of contacts with important managers who have power.

2. Join the “in-crowd” and the “right” associations and clubs.

3. Follow the guidelines to using the coalition influencing tactic.

4. Get people to know your name.

WORK APPLICATION 5-4

Give three different influencing tactics you or someone else used to achieve an

objective in an organization you have worked for.

CONCEPT APPLICATION 5-1

Influencing Tactics

Answers to the Concept Application questions are at the end of lecture outline.

CONCEPT APPLICATION 5-2

Using Power

Answers to the Concept Application questions are at the end of lecture outline.

Self-Assessment 5-1

Influencing Tactics, Power, and Personality Traits

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

II. ORGANIZATIONAL POLITICS

Just as the nine influencing tactics (Exhibit 5.1) are used within the seven types of power, these tactics are also used

in organizational politics.

Self-Assessment 5-2

Use of Political Behavior

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

A. The Nature of Organizational Politics (Slide 5-25)

LO 5-3. Discuss how power and politics are related.

Power is the ability to influence others’ behavior. Politics is the process of gaining and using power.

Therefore, political skills are a part of power.

Politics is the process of gaining and using power.

1. Politics Is a Medium of Exchange

LO 5-4. Describe how money and politics have a similar use.

Money and politics have a similar use, because they are mediums of exchange. In our economy, money is

the medium of exchange. In an organization, politics is the medium of exchange.

A positive way to view politics is to realize that it is simply a social medium of exchange. Like money,

politics in and of itself is inherently neither good nor bad.

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Politics is simply a system of getting what we want. In our economy, money is the medium of exchange

(tangible currency); in an organization, politics is the medium of exchange (political behavior).

B. Political Behavior (Slide 5-26)

Networking, reciprocity, and coalitions are common organizational political behaviors.

1. Networking

Networking is the process of developing relationships for the purpose of socializing and politicking.

2. Reciprocity

Using reciprocity involves creating obligations and developing alliances, and using them to accomplish

objectives. Notice that the exchange influencing tactic is used with reciprocity.

3. Coalitions

Using coalitions as an influencing tactic is political behavior. Reciprocity and networking are used to

achieve ongoing objectives, whereas coalitions are developed for achieving a specific objective.

A political tactic when developing coalitions is to use co-optation. Co-optation is the process of getting a

person whose support you need to join your coalition rather than compete.

WORK APPLICATION 5-5

Give a job example of how networking, reciprocity, or a coalition was used to

achieve an organizational objective.

YOU MAKE THE ETHICAL CALL 5.2

Facebook Hired Firm to Target Google

Answers will vary based on opinion.

C. Guidelines for Developing Political Skills (Slide 5-27 holds exhibit 5.2 and 5-28 is Discussion Questions)

1. Learn the Organizational Culture and Power Players

Develop your connection power through politicking.

Learn the cultural shared values and beliefs and how business and politics operate where you work. Learn

to read between the lines.

Network with power players. Try to do favors for power players. When developing coalitions, get key

players on your side.

When selecting a mentor, try to get one who is good at organizational politics. Your mentor can help you

learn how to play politics. Also try to observe people who are good at politics, and copy their behavior.

2. Develop Good Working Relationships, Especially with Your Manager

The ability to work well with others is critical to your career success, and it’s an important foundation of

politics. The more people like and respect you, the more power you gain.

If you want to get ahead, you need to have a good working relationship with your manager. If your

manager likes you, you have a better chance of getting a good review, raises, and promotions.

Supervisors also give higher ratings to employees who share their goals (goal congruence) and priorities

than they give to those who don’t.

If you are having a problem on the job, don’t put off letting your manager know about it. Also avoid

showing up your manager in public.

Include your manager in your network, try to do favors for your manager, and include your manager in

your coalitions. Use the ingratiation tactic with everyone.

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3. Be a Loyal, Honest Team Player

Ethical behavior is important in organizational politics. In any organization, you must earn others’ respect,

confidence, and trust.

There are very few, if any, jobs in which organizational objectives can be achieved without the support of a

group or team of individuals.

The trend is toward teamwork, so if you’re not a team player, work at it.

Be a loyal, honest team player in your network, in your reciprocity, and with your coalition members.

4. Gain Recognition

Doing a great job does not help you to get ahead in an organization if no one knows about it, or doesn’t

know who you are.

Recognition and knowing the power players go hand in hand; you want the power players to know who you

are and what you can do.

You want people higher in the organization to know your expertise and the contributions you are making to

the organization.

Let people in your network and coalitions, and people you reciprocate with, know of your

accomplishments.

You can also serve on committees and try to become an officer, which gives you name recognition.

WORK APPLICATION 5-6

Which one or two suggestions for developing political skills are the most relevant

to you? Explain.

CONCEPT APPLICATION 5-3

Political Behavior

Answers to the Concept Application questions are at the end of lecture outline.

III. NETWORKING (Slide 5-29)

Through networking you develop relationships, and the relationships build a community support system to help you

in your career.

More people find jobs through networking than all the other methods combined. Networking is also used for other

reasons, including developing a business, job satisfaction, enhanced performance, salary, power, and promotions.

Self-Assessment 5-3

Networking

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

Networking is not about asking everyone you know for a job.

“Career” networking is more than a social networking account on Facebook.

Exhibit 5.3 summarized the networking process.

LO 5. List and explain the steps in the networking process.

The first step in the networking process is to perform a self-assessment to determine accomplishments and

to set goals. Second, create a one-minute self-sell that quickly summarizes history and career plans and

asks a question. Third, develop a written network list. Fourth, conduct networking interviews to meet your

goals. Finally, maintain your network for meeting future goals.

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A. Perform a Self-Assessment and Set Goals (Slide 5-30)

The task of self-assessment can help to clarify your skills, competencies and knowledge.

Self–assessment can also give you insight into your transferable skills and the criteria that are important to you

in a new job.

Although many tools exist to assess skills and preferences, a simple list with priorities can suffice to clarify

your talents and the characteristics of an ideal new career or job.

1. Accomplishments

The results you achieved in your jobs and/or college are the best evidence of your skills.

Accomplishments are what set you apart and provide evidence of your skills and abilities.

Write down your accomplishments (at least two or three) and include them in your resume.

2. Tie Your Accomplishments to the Job Interview

You want to be sure to state your accomplishments that are based on your skill during the job interview.

If you are asked a broad general question, such as “tell me about yourself,” sell yourself by elaborating on a

problem that was solved or an opportunity taken and how you achieved it using your skills.

3. Set Networking Goals

After your self-assessment focusing on your accomplishments, you need to clearly state your goal.

WORK APPLICATION 5-7

Write a networking goal.

B. Create Your One-Minute Self-Sell (Slide 5-31)

The one minute self–sell is an opening statement used in networking that quickly summarizes your history and

career plan and asks a question.

To take 60 seconds or less, your message must be concise, but it also needs to be clear and compelling.

Part 1. History: Start with a career summary, the highlights of your career to date. Include your most

recent career or school history and a description of the type of work/internship or courses you have

taken. Also include the industry and type of organization.

Part 2. Plans: Next, state the target career you are seeking, the industry you prefer, and a specific function

or role. You can also mention names of organizations you are targeting as well as let the

acquaintance know why you are looking for work.

Part 3. Question: Last, ask a question to encourage two-way communication. The question will vary

depending on the person and your goal or the reason you are using the one-minute self–sell.

For example:

 In what areas might there be opportunities for a person with my experience?

 In what other fields can I use these skills or this degree?

 In what other positions in your organization could my skills be used?

 How does my targeted future career sound to you? Is it a match with my education/skills?

 Do you know of any job openings in my field?

1. Write and Practice Your One-Minute Self–Sell

Write out your one-minute self-sell.

Be sure to clearly separate your history, plans, and question, and customize your question based on the

contact with whom you are talking.

Practice delivering it with family and friends and get feedback to improve it.