LEADERSHIP
POWER
INFLUENCE
LEADERSHIP: POWER AND
NEGOTIATION
Objectives:
At the end of this report/lesson, the class
should be able to:
explain why some leaders are more
powerful than others,
listen critically and purposely on the key
concepts of leadership,
execute and make use of the assessment
tool on measuring our political skill.
“Great Leadership isn’t
about control. It's about
Empowering people.”
Hyacinth (2019)
Why Are Some Leaders More
Powerful than Others?
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?
DEFINITION OF POWER AND
TYPES OF POWER
Leadership: Power and Negotiation
POWER
The ability to influence the behavior
of others and resist unwanted
influence in return.
What made the leaders you named powerful, exactly?
DIAGRAM: TYPES OF POWER
TYPES OF POWER
Organizational Power
derived primarily from a person’s
position within the organization.
Personal Power
captures that “something else.”
ORGANIZATIONAL POWER
Legitimate Power - a position of authority
inside the organization.
Reward Power - someone has control over
the resources.
Coercive Power - a person has control
over punishments in an organization.
PERSONAL POWER
Expert Power - a person’s expertise, skill,
or knowledge on which others depend.
Referent Power - exists when others have
a desire to identify and be associated
with a person.
GUIDELINES FOR USING POWER
LEGITIMATE
Stay within the rights your position holds.
Communicate your request politely.
Make sure you describe the purpose of your
request.
REWARD
Propose rewards that are attractive.
Only offer what you can follow through on.
Be clear on exactly what you are offering a
reward for.
COERCIVE
Warn people prior to giving punishment.
Make sure punishment is fair relative to the
nature of the lack of compliance.
Follow through quickly and without
discrimination or bias.
EXPERT
Put forth data or other evidence to support
proposal.
Communicate why the request is important and
the justification for it.
Be consistent, thoughtful, and honest about
requests.
REFERENT
Follow through on commitments.
Do things for others even when not required to
do so.
Support and uphold others when called for.
FOUR (4) FACTORS
Effect on the strength of a person’s ability to use
power
FOUR (4) FACTORS
1. Substitutability
people have alternatives in accessing
resources.
2. Discretion
managers have the right to make
decisions on their own.
FOUR (4) FACTORS
4. Centrality
represents how important a person’s
job is.
5. Visibility
is how aware others are of a leader’s
power to and position.
THE CONTINGENCIES OF POWER
It shows instances or situations that increases the
ability of the leaders to influence others
Leader’s Ability to Influence others Increases
when…
1. Substitutability
There are no substitutes for the rewards or
resources the leader controls.
2. Discretion
The leader has the freedom to make his
or her own decisions without being
restrained by organizational rules.
Leader’s Ability to Influence others Increases
when…
4. Centrality
The leader’s role is important and
interdependent with others in the
organization.
5. Visibility
Others know about the leader and the
resources he or she can provide. .
CONTINGENCY FACTORS
Leaders are better able to use their
power to influence others when they have:
Low substitutability
High discretion
High centrality
High visibility
TWO (2) IMPORTANT ASPECTS OF INFLUENCE
1. INFLUENCE AS DIRECTIONAL.
Downward - managers influencing
employees.
Lateral - peer influencing peers.
Upward - employees influencing
managers.
TWO (2) IMPORTANT ASPECTS OF INFLUENCE
2. INFLUENCE IS RELATIVE.
the absolute power of the “influencer” and
“influencee” isn’t as important as the
disparity between them.
TEN (10) TYPES OF TACTICS
MOST EFFECTIVE TACTICS
1. Rational Persuasion - use of logical
arguments and hard facts.
2. Inspirational appeal - designed to
appeal to the target’s values and
ideals.
MOST EFFECTIVE TACTICS
4. Consultation - the target is allowed to
participate in deciding.
5. Collaboration - make it easier for the
target to complete the request.
MODERATELY EFFECTIVE
5. Ingratiation - use of favors, compliments,
or friendly behavior.
6. Personal appeals - requestor asks for
something based on personal friendship or
loyalty.
7. Apprising - requestor clearly explains why
performing the request will benefit the
target personally.
LEAST EFFECTIVE
8. Pressure - use of coercive power through
threats and demand.
9. Coalitions - influencer enlists other people
to help influence the target.
10. Exchange tactic - requestor offers a
reward in return for performing a request.
RESPONSES TO INFLUENCE TACTICS
ORGANIZATIONAL GOALS:
ORGANIZATION POLITICS, CONFLICT
RESOLUTION OR NEGOTIATION
Leadership: Power and Negotiation
POWER AND INFLUENCE IN ACTION
Leaders can use their power and influence
in a number of ways, including:
Navigating the political environment in
the organization
Resolving conflicts within the
organization
Negotiation within and between
organizations
ORGANIZATIONAL POLITICS
Actions by individuals that are
directed toward the goal of
furthering their own self-interests.
POLITICAL SKILL
ability to effectively understand
others at work, and
use that knowledge to influence.
ASSESSMENT: POLITICAL SKILL
Networking
Ability
Social
Astuteness
FOUR (4) DIMENSIONS OF POLITICAL SKILLS
Networking ability - adeptness at
identifying and developing diverse
contacts.
Social Astuteness - tendency to observe
others and accurately interpret their
behavior.
FOUR (4) DIMENSIONS OF POLITICAL SKILLS
Interpersonal Influence - an unassuming
and convincing personal style that’s
flexible enough to adapt to different
situations.
Apparent Sincerity - involves appearing
to others to have high levels of honesty
and genuineness.
CAUSES AND CONSEQUENCES OF
ORGANIZATIONAL POLITICS
Personal Characteristics
Need for power
Machiavellian tendencies
CAUSES AND CONSEQUENCES OF
ORGANIZATIONAL POLITICS
Organizational Politics
Lack of participation in decision
making
Limited or changing resources
Ambiguity in role requirements
High performance pressures
Unclear performance evaluation
measures
FIVE (5) DIFFERENT STYLES IN
HANDLING CONFLICTS
1. COMPETING
high assertiveness, low cooperation
a win-lose approach to conflict management
one party has high levels of organizational
power and
can use legitimate or coercive power to settle
the conflict.
2. AVOIDING
low assertiveness, low cooperation
a lose-lose form of conflict resolution
postpone the conflict to gather information or
let things cool down.
may result in negative feelings toward the
leader
It never resolves the conflict.
3. ACCOMMODATING
low assertiveness, high cooperation
a lose-win form of conflict resolution
one party gives in to the other and
acts in a completely unselfish way.
4. COLLABORATION
high assertiveness, high cooperation
a win-win form of conflict resolution
both parties work together to maximize
outcomes.
most effective form in reference to task-
oriented.
5. COMPROMISE
moderate assertiveness, moderate cooperation
conflict is resolved through give-and-take
concessions.
each party’s losses are offset but gains and vice-
versa.
WHEN TO USE THE VARIOUS
CONFLICT RESOLUTION STYLES
Use During the Following Situation
1. COMPETING
A quick decision is really important.
When you believe you are right, other solutions
are wrong, and there is no middle-ground.
When someone will try to leverage your
unwillingness to compete against you.
2. AVOIDING
If the issue is not as important as others from a
timing perspective.
When there is no acceptable alternative and
you can’t win.
Arriving at a solution will cause more strife
than a solution is worth.
2. AVOIDING CONT…
When people’s emotions are running high and
backing off might help to come up with a
resolution.
If acquiring more information would help to
arrive at a better solution.
3. ACCOMMODATING
If you arrive at the conclusion that your choice
or solution is wrong or that an alternative is
better.
When you want to show that you are
reasonable and/or to build up credit with
others.
3. ACCOMMODATING CONT…
When others care substantially more about the
outcome than you do and the on-going
relationship is important.
If you are going to lose and want to preserve
your dignity.
4. COLLABORATION
When both parties have legitimate concerns
and compromise won’t solve the problem.
When different perspectives or learning might
help arrive at a better alternative.
To build commitment by working together
toward a consensus decision.
5. COMPROMISE
When a strong approach isn’t worth the
damage it might cause.
If both parties are committed to their choices
and,
they are equally powerful.
5. COMPROMISE CONT…
Arriving at an interim solution allows you to
examine a complicated issue more fully.
When time pressure doesn’t allow for a
protracted resolution.
When other approaches haven’t worked.
NEGOTIATION
A process in which two or
more interdependent
individuals discuss and
attempt to come to an
agreement about their
different preferences.
TWO (2) GENERAL NEGOTIATION STRATEGIES
Distributive bargaining
win-lose style with fixed pie, zero sum
conditions
Integrative bargaining
win-win style utilizing mutual respect and
problem solving
NEGOTIATION STAGES
1. Preparation
the single most important stage of the
negotiating process
2. Exchanging information
in this non-confrontational process
NEGOTIATION STAGES CONT…
3. Bargaining
one most people imagine when they
hear the term “negotiation”
4. Closing and commitment
entails the process of formalizing an
agreement reached during the
previous stage
Why Are Some Leaders More
Powerful than Others?
PERSONAL POWER
ORGANIZATIONAL POWER
INFLUENCE TACTICS
HOW IMPORTANT ARE
POWER AND INFLUENCE?
SAMPLE RESEARCH STUDIES
Influence behaviors and organizational commitment:
a comparative study
Leader Power Bases and Organizational Outcomes:
The Role of Perceived Organizational Politics 1
The negotiation of i-deals in organizations: A
process model incorporating individual and
relational motivations, political skill, and employee
outcomes
To mention, the following were the research
findings of the above researches and studies:
Personal power more positively correlates
with job satisfaction and contextual
performance than positional power.
To mention, the following were the research
findings of the above researches and studies:
The leaders' use of positional power is
associated with lower levels of job
satisfaction among followers when they
perceive higher levels of organizational
politics.
To mention, the following were the research
findings of the above researches and studies:
The propensity of employees toward i-
deals, their efforts to procure these
arrangements and the effects of their
subsequent relative success.
To mention, the following were the research
findings of the above researches and studies:
Supervisor with positive subjective
evaluations, i-deals were found to have a
positive impact on affective outcomes.
To mention, the following were the research
findings of the above researches and studies:
Some tactics are more universal and able
to provide "long-lasting" effects
compared with other tactics in enhancing
or reducing employees' organizational
commitment.
To mention, the following were the research
findings of the above researches and studies:
Other tactics are more culturally specific
in generating employee commitment.
POSSIBLE IMPLICATIONS TO THE
PHILIPPINE SETTING
In terms of the legitimate power…
In terms of the reward power…
In terms of resolving conflicts…
In terms of decision making…
TO GUIDANCE AND COUNSELING
Influence is the application of power to
accomplish a specific purpose in a helping
profession, and
It intends to evoke positive change within
clients.
TO GUIDANCE AND COUNSELING
Negotiation may be tapped as a way to
settle any differences.
The ultimate aim of negotiation is not the
realization of our differences but to come
up with an agreement of that difference.
THANK YOU!
FOR LISTENING
