#1 Describe for me the main activities of Self-leadership (as detailed in the text Chapter 6, pg 161-164) and tell me about a time when you demonstrated self-leadership, noting each stage in the process (each of the practices). 800 - 1000 words, Business assignment.

SOC "The hunters. Gutsche leads a team that dissects this cornucopia of information to identify future several countries, writes bestselling books on the topic, and advises Samsung, Adidas, the decline of the luxury market and the rise of "credit crunch couture." He also hosts FL son future clusters of inspiration.' organizations power, influence, expertise, personal brand. Although few of us claim to be trend spotters (or cluster hunters), everyone and influence throughout their careers. In fact, power and experiences these and other topics on organizational power influence are inherent in all organizations and in almost every decision and human interaction. This chapter unfolds as follows: First, we define power organizational settings. The chapter then discusses the five and present a basic model depicting the dynamics of power attention then turns to social networks and how they provide ary to translate those sources into meaningful power. Our this chapter examines the various types of influence in orga- power to members through social capital. The latter part of nizational settings, as well as the contingencies of effective influence strategies. The final section of this chapter looks at situations in which influence becomes organizational pol- ies, as well as ways of minimizing dysfunctional politics. meses of power. Next, we look at the contingencies neces- suggests they are not swayed by aut about abiding by social norms. Howev own perception or feeling of power, it ex believe you have power. Third, power involves asymmetric of one party on another party. This der illustrated in Exhibit 10.1. The line fror shows that they believe Person A contr help or hinder Person B in achieving the dominant power holder in this ill power over Person B by controlling ment, useful information, rewards, o being associated with Person A! For a co-worker has expertise (the reso stantially help you to write a better that co-worker has some power over that expertise as a means to achiev the resource is, Person B perceives a A (the power holder) to provide the re reach their goal. Although dependence is a key tionships, we use the phrase "as because the less powerful party also countervailing power-over the Exhibit 10.1, Person A dominates th Person B has enough coun- CO tervailing power to keep Person A in the exchange The Meaning of Power LO1 ca Power is the capacity of a person, team, or organization to influence others. There are a few important features of this definition. First, power power The capacity of a per- is not the act of chang- son team, or organization to ing someone's attitudes or Muence others. behaviour; it is only the potential to do so. People frequently have power they do not use; they might not even org know they have power. Second, power is based on the target's perception that the power holder controls (i.e., possesses, has access to, or regu- lates ) a valuable resource that can help to achieve the target person's goals. An employee might have valuable exper- tive, yet this power base doesn't translate into actual power because others in the organization don't know about or understand the value of this expertise. At the other extreme, e unscrupulous individuals generate power by convinc- others that they control something of value, even though ey don't actually control that resource. These people may perceived as powerful simply because their behaviour relationship and ensure that person uses their dom- th inant power judiciously. For example, although managers have many ways (e.g., controlling job se assignments), those employees ha by possessing skills and knowledge ming and customers happy, someth accomplish alone. One other key feature is tha depend on some minimum level level of expectation that the more the resource. For example, you to you a paycheque at the end of eac extremely dependent situations w 262 Part EXHIBIT 10.1 Dependence in the Power Person A (power holder) Person A is perceived as controlling resources that help or hinder Person B's goal achievement Countervailing power Person B's Goal Person B Sources of Power in Or the relationship if they lack a minimum level of trust in the more powerful party. Let's look at this power dependence model in the employee-manager relationship. You depend on your boss to support your continued employment, satisfactory work arrangements, and other valued resources. At the same time, your manager depends on you to complete required tasks and to work effectively with others in the completion of their work. Managers (and the companies they represent) typically have more power, whereas employees have weaker coun- tervailing power. But sometimes employees do have more power in the employment relationship. The extent that your There are five main sources of power Three of these-legitimate, rewar inate mostly (but not completely) f formal position or informal role. In is granted these sources of power zation or informally by co-worker power-expert and referent-orig power holder's own characteristics carry these power bases around w personal sources of power are not son because they depend on how o source of power (such as expertise) actually generates power depends on several factors, such as the employer's awareness of your source of power and how many other employees have that source of power. Finally, trust is an essential ingredient in this relationship. Even with strong power, the employee- manager relationship comes apart when one party no longer sufficiently trusts the other. LEGITIMATE POWER le n n t The dependence model reveals only the core features of power dynamics between people and work units in organi- zations. We also need to learn about the specific sources of power and contingencies that support or inhibit those power bases. As Exhibit 10.2 illustrates, power is derived from five sources: legitimate, reward, coercive, expert, and referent. The model also identifies four contingencies of employee's or department's nonsubstitutability, centrality, liscretion, and visibility. Over the next few sections of this hapter, we will discuss each of these sources and contingen- es of power in the context of organizations. Legitimate power is an agreem members that people in specific behaviours from others. This perceived right or obligation originates from formal job descriptions as well as informal rules of conduct. It is the most important source of power in org ularly between employees and ma agers have a legitimate right to t perform, whom to work with, w can use, and so forth E power: the EXHIBIT 10 Sources of Power Legitimate Reward Power over others Coercive Expert Referent Contingencies of Power Nonsubstitutability Centrality Discretion Visibility 10 A Managers are not the only people in organizations. Employees also have their bosses and co-workers through le rights as well as informal norms. give employees the right to request is that is required for their job. Laws gi to refuse work in unsafe conditions. legitimate power also exist. Human of reciprocity-a feeling of obliga who has helped them." If a co-worker previously oblic helped you resolve a diffi- tatic cult problem with a client, givir that co-worker has power because you feel an obliga- help valu tion to help the co-worker on something of similar value in the future. The norm of reci imate power because it is an informa meople in positions of higher authority. Employee motivation o comply with these requests occurs separately from the manager's ability to reward or punish employees. Legitimate power has restrictions; it gives the power molder the right to ask others to perform only a limited ange and domain of behaviours, known as the "zone of ndifference. *** Although most employees accept the boss's Eght to deny them access to Facebook during company me, some might draw the line when the boss asks them work several hours beyond the regular workday. They Elher overtly refuse to follow orders or engage in other wasive tactics. Several factors influence the size of the zone of indiffer- Die and, consequently, the magnitude of legitimate power. ighly trusted power holders have a larger zone of indiffer- ace . Employees are more willing to abide by the requests trusted leaders even when those requests are unusual or the periphery of expected job duties. Some people are Tre obedient to authority due to their values and personal- traits. Specifically, those who value conformity and tra- ion as well as have high power distance (i.e., they accept Ber zone of indifference. The organization's culture rep- unequal distribution of power) tend to give their bosses a ents another influence on the willingness of employees to norr som are expected to follow. Legitimate Power through Information Control A particularly potent form of legiti people have the right to control th low orders. ence khowledge receive. These in ways. First, information is a resource, so those who need that information are dependent on the gatekeeper to provide that resource. For example, the maps department of a mining com- pany has incredible power when other departments are depen- dent on it to deliver maps required for exploration projects. Second, information gatekeepers gain power by selec- tively distributing information such that those receiving the information perceive the situation in a specific way." As we learned in the previous chapter on communication, infor- mation is often filtered as it flows up the hierarchy, which enables those transmitting the information to frame the situ- ation in a more positive light. This framing allows the infor- mation gatekeeper to steer the decision maker toward one decision rather than another. others. An important form of expert pou ability to manage uncertainties in the bus Organizations are more effective when dictable environments, so they value pe with turbulence in consumer trends, soci ble supply lines, and so forth. Expertise cope with uncertainty in three ways: forecasting, and absorption. These co- arranged in a hierarchy of importance, w the most powerful:17 . Prevention. The most effective strateg environmental changes from occurrir financial experts acquire power by pr nization from experiencing a cash sh on loans. . REWARD POWER Reward power is derived from the person's ability to control the allocation of rewards valued by others and to remove neg- ative sanctions (i.e., negative reinforcement). Managers have formal authority that gives them power over the distribution of organizational rewards such as pay, promotions, time off, vacation schedules, and work assignments. Employees have reward power over co-workers through organizational citizenship behaviours, such as lending work resources or coaching others. They also have reward power over their bosses through feedback they provide to the company about the boss's leadership. Forecasting. The next best strategy is ronmental changes or variations. In th Gutsche (described at the beginning other trend spotters have considerable are better than most of us at predictin sumer preferences and other environ Absorption. People and work units als absorbing or neutralizing the impact as they occur. An example is the abilit crews to come to the rescue when ma . REFERENT POWER COERCIVE POWER Coercive power is the ability to apply punishment. Managers usually have considerable coercive power, ranging from showing disapproval to firing employees. Employees also have coercive power, such as when co-workers use peer pressure to change another employee's behaviour. In fact, one recent study found that hospital employees were more likely to follow prescribed hygienic activity (wash their mands) when faced with peer pressure than when the hospi- al rewarded this behaviour with a large financial incentive.14 Jucor is one of many companies that explicitly relies on -worker coercive power: "If you're not contributing with e team, they certainly will let you know about it," says an ecutive at the American steelmaker. "The few poor players tweeded out by their peers." People have referent power when othe like them, or otherwise respect them. referent power originates within the power holder. refere to infl It is largely a function basis of the person's character andre and interpersonal skills. holde Referent power is also chari associated with charisma. senta Experts have difficulty nony agreeing on the meaning of beha charisma. Some describe charisma as a special gift attrac or trait within the charis- over erenc matic person, while oth- pers ers say it is mainly in the eyes of the beholder. It may be best self-presentation characteristics and that 15 PERT POWER itimate, reward, and coercive power originate mostly an organizational position or role. Expert power, on Other hand, originates mainly from within the power tion behaviours (i.e., signalling) that attraction and referent power over oth to the charismatic person. 18 SOC "The hunters. Gutsche leads a team that dissects this cornucopia of information to identify future several countries, writes bestselling books on the topic, and advises Samsung, Adidas, the decline of the luxury market and the rise of "credit crunch couture." He also hosts FL son future clusters of inspiration.' organizations power, influence, expertise, personal brand. Although few of us claim to be trend spotters (or cluster hunters), everyone and influence throughout their careers. In fact, power and experiences these and other topics on organizational power influence are inherent in all organizations and in almost every decision and human interaction. This chapter unfolds as follows: First, we define power organizational settings. The chapter then discusses the five and present a basic model depicting the dynamics of power attention then turns to social networks and how they provide ary to translate those sources into meaningful power. Our this chapter examines the various types of influence in orga- power to members through social capital. The latter part of nizational settings, as well as the contingencies of effective influence strategies. The final section of this chapter looks at situations in which influence becomes organizational pol- ies, as well as ways of minimizing dysfunctional politics. meses of power. Next, we look at the contingencies neces- suggests they are not swayed by aut about abiding by social norms. Howev own perception or feeling of power, it ex believe you have power. Third, power involves asymmetric of one party on another party. This der illustrated in Exhibit 10.1. The line fror shows that they believe Person A contr help or hinder Person B in achieving the dominant power holder in this ill power over Person B by controlling ment, useful information, rewards, o being associated with Person A! For a co-worker has expertise (the reso stantially help you to write a better that co-worker has some power over that expertise as a means to achiev the resource is, Person B perceives a A (the power holder) to provide the re reach their goal. Although dependence is a key tionships, we use the phrase "as because the less powerful party also countervailing power-over the Exhibit 10.1, Person A dominates th Person B has enough coun- CO tervailing power to keep Person A in the exchange The Meaning of Power LO1 ca Power is the capacity of a person, team, or organization to influence others. There are a few important features of this definition. First, power power The capacity of a per- is not the act of chang- son team, or organization to ing someone's attitudes or Muence others. behaviour; it is only the potential to do so. People frequently have power they do not use; they might not even org know they have power. Second, power is based on the target's perception that the power holder controls (i.e., possesses, has access to, or regu- lates ) a valuable resource that can help to achieve the target person's goals. An employee might have valuable exper- tive, yet this power base doesn't translate into actual power because others in the organization don't know about or understand the value of this expertise. At the other extreme, e unscrupulous individuals generate power by convinc- others that they control something of value, even though ey don't actually control that resource. These people may perceived as powerful simply because their behaviour relationship and ensure that person uses their dom- th inant power judiciously. For example, although managers have many ways (e.g., controlling job se assignments), those employees ha by possessing skills and knowledge ming and customers happy, someth accomplish alone. One other key feature is tha depend on some minimum level level of expectation that the more the resource. For example, you to you a paycheque at the end of eac extremely dependent situations w 262 Part EXHIBIT 10.1 Dependence in the Power Person A (power holder) Person A is perceived as controlling resources that help or hinder Person B's goal achievement Countervailing power Person B's Goal Person B Sources of Power in Or the relationship if they lack a minimum level of trust in the more powerful party. Let's look at this power dependence model in the employee-manager relationship. You depend on your boss to support your continued employment, satisfactory work arrangements, and other valued resources. At the same time, your manager depends on you to complete required tasks and to work effectively with others in the completion of their work. Managers (and the companies they represent) typically have more power, whereas employees have weaker coun- tervailing power. But sometimes employees do have more power in the employment relationship. The extent that your There are five main sources of power Three of these-legitimate, rewar inate mostly (but not completely) f formal position or informal role. In is granted these sources of power zation or informally by co-worker power-expert and referent-orig power holder's own characteristics carry these power bases around w personal sources of power are not son because they depend on how o source of power (such as expertise) actually generates power depends on several factors, such as the employer's awareness of your source of power and how many other employees have that source of power. Finally, trust is an essential ingredient in this relationship. Even with strong power, the employee- manager relationship comes apart when one party no longer sufficiently trusts the other. LEGITIMATE POWER le n n t The dependence model reveals only the core features of power dynamics between people and work units in organi- zations. We also need to learn about the specific sources of power and contingencies that support or inhibit those power bases. As Exhibit 10.2 illustrates, power is derived from five sources: legitimate, reward, coercive, expert, and referent. The model also identifies four contingencies of employee's or department's nonsubstitutability, centrality, liscretion, and visibility. Over the next few sections of this hapter, we will discuss each of these sources and contingen- es of power in the context of organizations. Legitimate power is an agreem members that people in specific behaviours from others. This perceived right or obligation originates from formal job descriptions as well as informal rules of conduct. It is the most important source of power in org ularly between employees and ma agers have a legitimate right to t perform, whom to work with, w can use, and so forth E power: the EXHIBIT 10 Sources of Power Legitimate Reward Power over others Coercive Expert Referent Contingencies of Power Nonsubstitutability Centrality Discretion Visibility 10 A Managers are not the only people in organizations. Employees also have their bosses and co-workers through le rights as well as informal norms. give employees the right to request is that is required for their job. Laws gi to refuse work in unsafe conditions. legitimate power also exist. Human of reciprocity-a feeling of obliga who has helped them." If a co-worker previously oblic helped you resolve a diffi- tatic cult problem with a client, givir that co-worker has power because you feel an obliga- help valu tion to help the co-worker on something of similar value in the future. The norm of reci imate power because it is an informa meople in positions of higher authority. Employee motivation o comply with these requests occurs separately from the manager's ability to reward or punish employees. Legitimate power has restrictions; it gives the power molder the right to ask others to perform only a limited ange and domain of behaviours, known as the "zone of ndifference. *** Although most employees accept the boss's Eght to deny them access to Facebook during company me, some might draw the line when the boss asks them work several hours beyond the regular workday. They Elher overtly refuse to follow orders or engage in other wasive tactics. Several factors influence the size of the zone of indiffer- Die and, consequently, the magnitude of legitimate power. ighly trusted power holders have a larger zone of indiffer- ace . Employees are more willing to abide by the requests trusted leaders even when those requests are unusual or the periphery of expected job duties. Some people are Tre obedient to authority due to their values and personal- traits. Specifically, those who value conformity and tra- ion as well as have high power distance (i.e., they accept Ber zone of indifference. The organization's culture rep- unequal distribution of power) tend to give their bosses a ents another influence on the willingness of employees to norr som are expected to follow. Legitimate Power through Information Control A particularly potent form of legiti people have the right to control th low orders. ence khowledge receive. These in ways. First, information is a resource, so those who need that information are dependent on the gatekeeper to provide that resource. For example, the maps department of a mining com- pany has incredible power when other departments are depen- dent on it to deliver maps required for exploration projects. Second, information gatekeepers gain power by selec- tively distributing information such that those receiving the information perceive the situation in a specific way." As we learned in the previous chapter on communication, infor- mation is often filtered as it flows up the hierarchy, which enables those transmitting the information to frame the situ- ation in a more positive light. This framing allows the infor- mation gatekeeper to steer the decision maker toward one decision rather than another. others. An important form of expert pou ability to manage uncertainties in the bus Organizations are more effective when dictable environments, so they value pe with turbulence in consumer trends, soci ble supply lines, and so forth. Expertise cope with uncertainty in three ways: forecasting, and absorption. These co- arranged in a hierarchy of importance, w the most powerful:17 . Prevention. The most effective strateg environmental changes from occurrir financial experts acquire power by pr nization from experiencing a cash sh on loans. . REWARD POWER Reward power is derived from the person's ability to control the allocation of rewards valued by others and to remove neg- ative sanctions (i.e., negative reinforcement). Managers have formal authority that gives them power over the distribution of organizational rewards such as pay, promotions, time off, vacation schedules, and work assignments. Employees have reward power over co-workers through organizational citizenship behaviours, such as lending work resources or coaching others. They also have reward power over their bosses through feedback they provide to the company about the boss's leadership. Forecasting. The next best strategy is ronmental changes or variations. In th Gutsche (described at the beginning other trend spotters have considerable are better than most of us at predictin sumer preferences and other environ Absorption. People and work units als absorbing or neutralizing the impact as they occur. An example is the abilit crews to come to the rescue when ma . REFERENT POWER COERCIVE POWER Coercive power is the ability to apply punishment. Managers usually have considerable coercive power, ranging from showing disapproval to firing employees. Employees also have coercive power, such as when co-workers use peer pressure to change another employee's behaviour. In fact, one recent study found that hospital employees were more likely to follow prescribed hygienic activity (wash their mands) when faced with peer pressure than when the hospi- al rewarded this behaviour with a large financial incentive.14 Jucor is one of many companies that explicitly relies on -worker coercive power: "If you're not contributing with e team, they certainly will let you know about it," says an ecutive at the American steelmaker. "The few poor players tweeded out by their peers." People have referent power when othe like them, or otherwise respect them. referent power originates within the power holder. refere to infl It is largely a function basis of the person's character andre and interpersonal skills. holde Referent power is also chari associated with charisma. senta Experts have difficulty nony agreeing on the meaning of beha charisma. Some describe charisma as a special gift attrac or trait within the charis- over erenc matic person, while oth- pers ers say it is mainly in the eyes of the beholder. It may be best self-presentation characteristics and that 15 PERT POWER itimate, reward, and coercive power originate mostly an organizational position or role. Expert power, on Other hand, originates mainly from within the power tion behaviours (i.e., signalling) that attraction and referent power over oth to the charismatic person. 18