NS214 TEST 2 - Power and Influence Day 3 1 1 Motivation to...

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1-1 Power and Influence Day 3
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3-2 Motivation to Manage Individuals vary in their motivation to manage in terms of six composites: Maintaining good relationships with authority figures . Wanting to compete for recognition and advancement. Being active and assertive . Wanting to exercise influence over subordinates. Being visibly different from followers. Being willing to do routine administrative tasks.
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3-3 Miner’s Sentence Completion Scale Findings concerning both the need for power and the motivation to manage have several implications: Not all individuals like being leaders. A high need for power or motivation to manage does not guarantee leadership success. In order to be successful in the long term, leaders may have to have both : A high need for socialized power . A high level of activity inhibition .
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3-4 Power, Influence and Influence Tactics Influence : Defined as the change in a target agent’s attitudes, values, beliefs, or behaviors as the result of influence tactics. Influence tactics : Refer to one person’s actual behaviors designed to change another person’s attitudes, beliefs, values, or behaviors. Followers can wield power and influence over leaders as well as over each other.
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3-5 Types of Influence Tactics Influence Behavior Questionnaire (IBQ) assesses nine types of influence tactics: Rational persuasion Inspirational appeals Consultation Ingratiation Personal appeals Exchange Coalition tactics Pressure tactics Legitimizing tactics - Logical argument - appeal to emotion - ask followers to help in planning - I’ll help you if you help me - using others to aid in influencing the target - threats or promise of negative outcomes - Do it because I’m the boss and I said so. argument - Flattery, buttering someone up - favor out of friendship
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3-6 Influence Tactics and Power A strong relationship exists between relative power and types of influence tactics used. Hard tactics are typically used when: An influencer has the upper hand. Resistance is anticipated. When a person’s behavior violates important norms. Soft tactics are typically used when: They are at a disadvantage. They expect resistance. They will personally benefit if the attempt is successful.
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3-7 Influence Tactics and Power (continued) Rational tactics are typically used when: Parties are relatively equal in power. Resistance is not anticipated. Benefits are organizational as well as personal. Leaders with high referent power generally do not use legitimizing or pressure tactics . Leaders with only coercive or legitimate power may use only coalition , legitimizing , or pressure tactics.
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  • Spring '14
  • triarchic theory

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