Slide đại cương về lãnh đạo trong tổ chức influencing power, politics, networking and negotiation

LEADERSHIP: c om Theory, Application, Skill Development ng 2d Edition ng th an co Robert N Lussier and Christopher F Achua du o This presentation edited and enhanced by: u George W Crawford cu Asst Prof of Mgmt Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-1 https://fb.com/tailieudientucntt .c om Chapter cu u du o ng th an co ng Influencing: Power, Politics, Networking and Negotiation Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-2 https://fb.com/tailieudientucntt .c om Chapter Learning Outcomes cu u du o ng th an co ng • Position vs personal power • Differences among legitimate, reward, coercive, and referent power • Relationship of power and politics • Similar use of money and politics • Steps in networking process • Steps in negotiation process • Relationship among: negotiation, conflict, influencing tactics, power, politics Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-3 https://fb.com/tailieudientucntt ng co an cu u du o ng th The process of affecting others’ attitudes and behavior to achieve an objective .c om Influencing Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-4 https://fb.com/tailieudientucntt ng c om Sources of Power du o ng th an co Position Derived from top management cu u Personal Derived from the follower based on leader’s behavior Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-5 https://fb.com/tailieudientucntt Rational Persuasion c om Inspirational Appeals Pressure th an co ng Influencing Tactics Consultation du o ng Legitimization cu u Coalitions Exchange Ingratiation Personal Appeals Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved 4-6 Source: Adapted from J French and B.H Raven 1959 “The Bases of Social Power.” In Studies of Social Power D Cartwright, ed Ann Arbor, MI: Institute for Social CuuDuongThanCong.com https://fb.com/tailieudientucntt • Legal/Legitimate: c om Types of Power co ng – Comes from appointed/elected position – Most followers grant this to a leader an • Reward: cu u du o ng th – Control of things valued by followers – Based on exchange relationship Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-7 https://fb.com/tailieudientucntt Types of Power Referent: cu u du o ng th an co ng c om – 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 CuuDuongThanCong.com 4-8 https://fb.com/tailieudientucntt Types of Power • Expert: an co ng c om – Comes from skill, expertise, knowledge – Makes others dependent on the person with the power – Can be for advice, to fix your computer, etc th • Information/Resource: u $$$ Equipment Human Resources Supplies & Material cu • • • • du o ng – Comes from control of data, information or other needed resources Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-9 https://fb.com/tailieudientucntt Types of Power • Coercive/Punishment: c om – Ability to punish or withhold rewards – Often used by peers to enforce norms co ng • Connection: cu u du o ng th an – Comes from associating with influential people – Political Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-10 https://fb.com/tailieudientucntt .c om Disagreement cu u du o ng th an co ng • 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 CuuDuongThanCong.com 4-29 https://fb.com/tailieudientucntt .c om Negotiation Adage du o ng th an co ng • “If you can’t afford to walk away, or at least convince the other side that you will walk away, you’ve already lost.” cu u – Convincing others you will walk away when you can’t is very tough Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-30 https://fb.com/tailieudientucntt .c om Discussion Question #1 cu u du o ng th an co ng • What are the nine influencing tactics? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-31 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #2 • What are the seven types of power? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-32 https://fb.com/tailieudientucntt .c om Discussion Question #3 cu u du o ng th an co ng • Which two types of power effective leaders most commonly use? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-33 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #4 • What is the similarity and differences between social exchange theory and strategic contingencies theory? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-34 https://fb.com/tailieudientucntt .c om Discussion Question #5 cu u du o ng th an co ng • What are three political behaviors and four guidelines for developing political skills? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-35 https://fb.com/tailieudientucntt .c om Discussion Question #6 cu u du o ng th an co ng • Can management order the end of power and politics in their organizations? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-36 https://fb.com/tailieudientucntt .c om Discussion Question #7 cu u du o ng th an co ng • Should people be judged based on their social skills? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-37 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #8 • Do you believe that networking is really all that important? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-38 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #9 • Do people really need a written networking list? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-39 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #10 • How many interview questions should you bring to a networking interview? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-40 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #11 • What type of situation is the goal of negotiation? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-41 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #12 • What are the steps in planning a negotiation? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-42 https://fb.com/tailieudientucntt cu u du o ng th an co ng c om Discussion Question #13 • What are the steps in negotiations? Copyright ©2004 by South-Western, a division of Thomson Learning All rights reserved CuuDuongThanCong.com 4-43 https://fb.com/tailieudientucntt ....c om Chapter cu u du o ng th an co ng Influencing: Power, Politics, Networking and Negotiation Copyright ©2004 by South-Western, a division of Thomson Learning... coercive, and referent power • Relationship of power and politics • Similar use of money and politics • Steps in networking process • Steps in negotiation process • Relationship among: negotiation, ... https://fb.com/tailieudientucntt .c om The Networking Process cu u du o ng th an co ng • Perform a self-assessment and set goals • Create your one-minute self sell • Develop your network • Conduct networking interviews