lect 2 5023
TRANSCRIPT
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The essential of educational
leadership.
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Having personal or positionalresources to change situations or
peoples attitudes & behaviors
What is power
Yukl, 1989
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Types of Power
Legitimate
CoerciveReward
Referent
Expert
Positional Resources
Personal Resources
Personal & Positional resources need not be mutually exclusive
Controlover information Persuasiveness
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Using ones personal/positional resources to change
peoples behaviors or attitudes Influence Tactics
Rational persuasion
Exchange of benefits
Pressure tactics Ingratiation
Appeals to authority (legitimating tactics)
Consultation
Inspirational appeals Personal appeals
Coalition tactics
Upwards appeals
Influence & types of tactics
Yukl, 89; Yukl & Van Fleet 92
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Power is not sufficient to result inbehavioral or attitudinal change
i.e., it is the potential/ability to change
Influence is the process of changing
e.g., Need to have the ability or opportunity
to use expertise or information that one has
control over to change others/events
Power vs. influence
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Types of Power & Types of Influence Tactics
Legitimate Coercive Reward Referent Expert
Appeals
to authority
Pressure
TacticsExchange
benefits
InspirationalAppeals
Rational
Persuasion
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Influence
Appeals to authority
Pressure Tactics
Exchange benefits
Inspirational Appeals
Rational Persuasion IngratiationConsultation
Power
Types of power
not exercised
Tactics not obviouslylinked to a source of
power
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Legitimating tactics Persuading subordinate to do what you want
because you have the authority/right to ask him/her
to do so bec. of your position or bec. it is
organizational policy
Why are certain tactics successful
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Practicing managers descriptions of onesuccessful and one unsuccessful influence tactic
on different types of targets
Study 1=supervisor Study 2=subordinate
Study 3=peer
250 influence tactics
Managerial traits and skill
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Presenting a rational explanation
E.g., Quantitative analysis, documentation w/data
Telling, arguing or talking w/out support E.g., I would like a raise(no reason given)
Presenting a complete plan
E.g. Anticipating & overcoming counter-argumentsor potential obstacles to implement plan
Being persistent
Used in combination with other tactics
Most frequent tactics used to influence
Supervisors
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+ Equal
chance
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Rational explanation x
Telling, arguing, talking
w/out support
X
Presenting a complete plan X
Being persistent/repetitive x
Relative success (+) & failure (-)
Of tactic used on supervisors:
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Rational explanation
Show confidence & support (inspirational)
Listen, counsel, solicit ideas (consultation)
Delegate duties, give guidelines & set goals
e.g., Flintstones role play
Most frequent tactics used to influence
Subordinates
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Setting goals etc. Identifying for the subordinate what is expected of
him/her (goal),
Showing confidence etc (inspirational) Increasing confidence in the subordinates
capability of accomplishing task
Motivating subordinate by appealing to his/her
values, ideas, goals
Why are certain tactics successful w/subordinates
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Soliciting ideas (Consultation) Seeking subordinate participation in planning an
activity that subordinate will be involved in or
modifying the activity to deal with subordinate
concerns/suggestions on how to carry it out
Why are certain tactics successful w/subordinates
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Rational explanation
Show support of others: using agreement of
others as a reason for peer to agree
Present an example of a parallel situation:using success in other situations as a reason
Threaten: imply negative consequences for notagreeing
Most frequent tactics used to influence Peers
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Types of tactics Combination of tactics is better than any one tactic
People try positive tactics first, then negative
(especially for downward influence) Targets of influence
Wider variety of approaches used to influence
downwards
Reciprocal influence relationships
Are used against each other
Outside the organization are important
Implications of this & other research
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1. Develop reputation as expert2. Time spent on relationship should be based on
work needs
3. Develop network of resource persons who canbe called upon for assistance
4. Choose correct combination of influence
tactics based on objective and target to beinfluenced
5. Communicate influence tactics effectively
5 Steps to become an influential manager
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Most commonly used, but 50% chance ofsuccess
Continually build on knowledge base (acquire)
Publicize ones expertise
1. Develop a reputation as an expert
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Research shows.
Amount of Time Spent
Supervisor 10%
Subordinate 30%
Coworker 20%
Alone 15-28%
External contacts 15-20%
2. Balance time w/each relationship
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Spend at least 75% time w/peers & supervisors so asto spend time where influence is most needed to
accomplish organizational goals
Competition/power inhibits people from spending time
w/peers/supervisors
2. Balance time w/each relationship
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Contact w/others & independence of onesposition relative to others Control overinformation flow
Rotate jobs frequently Establish & maintain strong friendships to
ensure obligation and cooperation
Seek commonality w/other managers
3. Develop network of resource persons
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Depending on target & objective
More approaches were used on subordinates
Combination of tactics is more successful
Use rational explanations, parallel examples,support of others,
Influence attempts to be timed
Be persistent & repetitive
4. Choose correct combination of influence tactics
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Know the needs, values of targets
Present influence attempts based on target
Listen & appreciate more when dealing
w/upward or lateral targets See & hear more, be flexible in behavior
depending on person
Face-face, group meetings, memos
5. Communicate influence tactics effectively