Term
| LG1- Define power and contrast leadership and power. |
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Definition
Power: a capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes
Dependency: B’s relationship to A when A possesses something that B requires |
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Term
| LG2- Contrast the five bases of power |
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Definition
Formal power: can come from the ability to coerce or reward, or it can come from formal authority
- Coercive power: a power base that is dependent on fear
- Reward power: compliance achieved based on the ability to distribute rewards that others view as valuable
- Legitimate power: the power a person receives as a result of his or her position in the formal hierarchy of an organization
Personal power
- Expert power: influence based on special skills or knowledge
- Referent power: influence based on possession by an individual of desirable resources or personal traits (if I like, respect and admire you, you can exercise power over me because I want to please you)
Personal sources of power are most effective |
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Term
| LG3- Identify nine power of influence tactics and their contingencies |
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Definition
Power tactics: ways in which individuals translate power bases into specific actions
1. Legitimacy
2. Rational persuasion
3. Inspirational appeals
4. Consultation
5. Exchange
6. Personal appeals
7. Ingratiation
8. Pressure
9. Coalition
Political skill: the ability to influence others in such a way as to enhance one’s objectives |
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Term
| LG4- Distinguish between legitimate and illegitimate political behaviour |
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Definition
Political behaviour in organizations: activities that are not required as part of one’s formal role in the organization but that influence the distribution of advantages and disadvantages within the organization.Legitimate political behaviour: normal everyday politics
Illegitimate political behaviour: violations of the implied rules, such as sabotage, whistleblowing and symbolic protests |
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Term
| LG5- Identify the causes and consequences of political behaviour. |
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Definition
o Individual factors:
-Personality traits (high self-monitors, internal locus of control, high need for power)
-Individual’s investment in the organization (you have more to lose-> try to influence)
-High expectation of success in using illegitimate means
o Organizational factors:
-Declining resources, change in existing pattern of resources, opportunity for promotions cause political behaviour
-Cultures with low trust, role ambiguity, unclear performance evaluation systems etc
-Loss of resources -> protect what you have -> political behavior
-Win or lose approach (if I win, you must lose)
-Pressure to perform well
Defensive behaviour: reactive and protective behaviours to avoid actin blame or change. |
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Term
| LG6- Apply impression management techniques. |
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Definition
Impression management (IM): The process by which individuals attempt to control the impressions others form of them
-> we value others’ opinions as important, except if you are high self-monitoring |
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