Mgt304 Ch 12

control over behavior of others

Getting someone to do what you want/ behavioral response to your exersize of power

Tendency for individuals to comply- problem with extremities questioning ethics

• Rational Persuasion
• Ingratiation (Become more likeable)
• Exchange
• Coalitions (Join-action for self-interest)
• Upward appeal
• Assertiveness

Unwritten set of expectations about a persons contributions to an org

• Range of authoratative requests to which a subordinate is willing to respond without sujecting the directives to critical evaluation
• Balance between contribution and inducements

• power residing in position itself
• Legitimate Power- Based on recognition and acceptance of authority
• Reward Power- Based on reward capabilities
• Coercive- based on ability to punish
• Information- based on info access
• Process Power- How inputs are transformed to outputs for the firm
• Representative- Formal right given by firm to speak on dept or firms belalf

• Power residing in person regardless of position
• Rational Persuasion
• Expert Power
• Referent power- liked by others
• Charisma- contagious enthusiasm
• Coallations- individual owes an obligation to you or another part of a larger collective interest

• Make oral presentations of written work
• Participate in problem solving teams
• Send out notices of accomplishment
• Increase name recognition

Pass responsibillity and authority from managers to employees

Unauthorized uses of power that enhance or protect one's personal interests

Activities are not required as partof one's role, but influence distribution of advantages

Self interest by non sanctioned means

• Avoidance
• Redirecting/Blaming on uncontrollable events/escalating commitment
• Preparing a blind memo
• Rewritting history
• Buffering (rigorous documentation

Competing interests in various dept's

• Controlling Access to Info
• Controlling communication
• Using outside experts
• Develop coalition
• Image building
• Blaming
• Aligning
• "Kissing Up"
• Controling decision parameters
• Avoiding

Tendency for people to believe certain actions are more common than they are or that problems are greater than actually occuring

¨The ability to influence a group toward the achievement of a vision or set of goals. (Set the vision.)

-promote adaptive or useful changes

• Implement the vision
• ¨promote stability or to enable the organization to run smoothly

• 1. Leadership can be learned- specific ____'s
• 2. Born a leader with ____'s

The theory that effective groups depends on a proper match between a leader's style of interacting with employees and degree to which situation gives control and influence to the leader

Measure of a person's leadership style based on a description of the person with whom respondents have been able to work least well

Focuses on the quality of the working relationship between leaders and followers- determine membership in leader's "in-group" or "out-Group"

• Regardless of what leader does, effectiveness depends on the follower, focuses on followers' readiness
• Most effective depends on extent to which those followers require guidannce
• Popular

• The leader's job is to assist followers in attaining their goals and provide info and direction necessary
• Directive supportive achievement oriented

• Focuses on increased service to others than to oneself
• Supports people who chose to serve first, and lead as a way of expanding this to individuals
• Encourages collaboration, trust

Leaders who by force of personal abilities are capable of having a profound extraordinary effect on followers

Change agent, risk taker, needed most during crisis

• Charisma
• Inspiration
• Intellectual stimulation
• Individualized consideration

involves leader-follower exchanges necessary for achieving routine performance agreed upon between leaders and followers.