McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Leadership: Power and Negotiation Chapter 13

13-2

13-3 Leadership The use of power and influence to direct the activities of followers toward goal achievement ๏ When you think of “effective leaders”, who do you think of?

13-4 Power The ability to influence the behavior of others and resist unwanted influence in return ๏ What made the leaders you named powerful, exactly?

13-5 Types of Power

13-6 Influence The use of an actual behavior that causes behavioral or attitudinal changes in others ๏ Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers)

13-7 Influence Tactics

13-8 Response to Influence Tactics

13-9 Organizational Politics Actions by individuals that are directed toward the goal of furthering their own self-interests ๏ Political skill is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

13-10 Organiz- ational Politics

13-11 Conflict Resolution There are five different styles a leader can use when handling conflict, each of which is appropriate in different circumstances The five styles can be viewed as combinations of two separate factors: ๏ How assertive leaders want to be in pursuing their own goals ๏ How cooperative they are with regard to the concerns of others

13-12 Conflict Resolution

13-13 Negotiation A process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences ๏ Distributive bargaining: win-lose style with fixed pie, zero sum conditions ๏ Integrative bargaining: win-win style utilizing mutual respect and problem solving

13-14

13-15 How Important are Power and Influence?