How do you get things done
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Interest of people in an organization are only partially aligned
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How do you get things done in an organization?
1. Formal command
2. Culture
3. Power and influence
Context of power
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We should all want it
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Effect on health, wealth, leadership (political skill)
We all construct reasons for not wanting it
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Belief in a just world
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Self-handicapping → deciding not to study for an exam
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Justifying ways of why you didn't achieve something
Political will vs political skill
Outcomes of political skill
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Less anxiety and stress
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Better job performance
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More positive reactions from upper management
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Seen as authentic and genuine, astute observers of others
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Flexibility in interactions
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Developing diverse contracts
What are sources of power
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Expert
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Posses valued knowledge
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Reward power
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Based on ability to reward desired action by providing valued resources
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Managers able to give breaks
Coercive power
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Based on ability to punish
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Certain degree of expert power
Referent power
Suspensions
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Based on ability to inspire
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Can relate to others, role model, someone who looks up at you
Positional power
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Able to give orders given through authority
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Told to give orders
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Status → what others admire in me → referent and expert power
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Power → what i possess that others need → reward and coercive
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Can be earned or given
Diagnosing power
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How do you find out who has power when you start your next job/assignment
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Reputation as trustworthy and competent
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Budget control
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Observation of consequences
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Comparative salaries, winner of contests, allocation of scarce titles
Symbols
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Memberships, space
Building power- personal characteristics
Energetic → work extremely hard
Focused → set goals and keep your eye on the prize, notice details
Empathetic → understand others motivations
Flexible → consider different means to achieve your goal
Unafraid of some conflict → be tough when necessary
Pragmatic → swallow your pride when necessary
Losing power
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Relying too much on coercive, reward, and positional power
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Becoming entitled
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Failing to continue to monitor changes in the environment
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Failing to continue to consider others’ perspectives
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Not being aware of psychological ramifications of power
Cautions about reward power
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An emphasis on rewards for performance can lead to restatement and feelings by workers of
being manipulated
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Extrinsic rewards might not have the same effects on behavior as intrinsic rewards
Powerful people take good action
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Manipulated power through positional power
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Risk taking
Powerful people take bad action
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Manipulated power though recall task
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Producing more bids than necessary for something
Powerful do not notice physical constraints
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Woll high power individuals be more likely to remove an annoying fan?
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Yes, they moved the fan away and they do not notice physical constraints
Psychological implications of having power
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Increases the tendency to focus on and approach situations and contruse info at a higher level
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Powerful tend to
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Not notice physical and social constraints
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Be more optimistic, confident and assertive
Good and bad implications
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More likely to take action in good and bad ways
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More likely to express true opinions
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Less likely to notice others viewpoints and emotions
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Less likely to notice details
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Less likely to be influenced by others
Great power comes with great responsibility
Absolute power corrupts absolutely
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Being powerful may mean not seeing that you ar unethical
How people abuse power
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Isolating from people they don't like
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Humiliate you in front of others
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Retaliate against you
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Don't enforce company policy
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Credit themselves when things go right, and blame others when wrong
Potential corrupting influences of power
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Raising ego by falsely agreeing with them
Ethics of being powerful
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Listening
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Details matter
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Being clear about reputation effects
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Org and bus relationships are long term
Peripheral route of persuasion: Ad making you laugh and putting you in a good mood
Factoids → Assertions for facts that are not backed by evidence
1. Rational
2. Make people like you
3. Rely on the rule of reciprocity
4. Develop allies
5. Ask for what you want
6. Remember the principle of scarcity
7. Extend formal authority with expertise and credibility
Who comes to your mind when you think of leadership
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Boss
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Parents
Origins of leadership theory
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Heroic conceptions of leadership
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Great man theory
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If they are changing the world that we live in
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High status background
Trait theories of leadership
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Aptitude, ability, intelligence, personality
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If we can measure these in people, we can use them in places that need these
traits
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Behavioral based theories of leadership
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Pure situational (present day)
Leadership defined
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An influence relationship among leaders and followers who intend real changes and outcomes
that reflect their shared purpose
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Influence, intention, followers, shared purpose, change, personal responsibility and
integrity
The new realty of leadership
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Manager → authoritative unidirectional relationship → subordinate
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Leader → influence and multidirectional relationships → followers
The leader as an individual
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Values
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Effect on choice and action
Attitudes
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Cognitions, affect, behavior
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Attitude toward followers (mcgregor)
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Theory x and y
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Think that people are lazy and don't want to work = x
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Like minded people want to be present = y
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