MHR 405 Chapter 9: Chapter 9 - MHR 405

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pearsquirrel474

12 Oct 2011

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Power: ability of one party to change or control the behaviour, attitudes, opini ons, objectives, needs or values of another party. Influence: the process of actually exercising this power by affecting the though ts, behvaiour and feelings of others. Political behaviour: influence attempts that are for personal gain and are not. Legitimate power: power based on position and mutual agreement. Reward power: power based on a persons ability to control the rewards that anoth er person wants. Coercive power: power based on a person ability to cause and unpleasant experien ce. Refernt power: an elusive power based on interpersonal attraction. Charisma: a personal trait that gives a leader referent power over followers. Expertt power: power based on a persons specialized knowledge or skills that ano ther person needs.

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Chapter 5 Discussion

Most of you will agree that power and politics are alive and well in most organizations. Now the question is how do you as leaders use power to accomplish the missionâs goals? One of your objectives in this class is to sharpen your influencing people skills by studying different leadership methods. In this module, you will do exactly that by gaining a better understanding of how leaders use legitimate, reward, expert, referent, and coercive power to influence others.

As your text indicates, the three distinct outcomes that may result from the use of power to influence others: compliance, resistance, and commitment. The effective use of position power generally leads to employee compliance, whereas the excessive use of position power and particularly coercive power may result in resistance. The follower response most often generated by personal power is commitment to the organization's goals and objectives and that is what you, as leaders should be striving for in terms of the organizationâs mission.

Post your responses on the Discussion Board. They should be a minimum of 300 words, grammatically sound, and free from spelling errors. Be sure to comment or respond to at least two of you classmates' postings.

Discussion Questions: Select a present or past manager who has or had coercive power.

Give a specific example of how he or she uses or used reward and punishment to achieve an objective.

Overall, how effective is (or was) this manager at using rewards and punishment?

Start reviewing and responding to the postings of your classmates as early in the week as possible. Respond to at least two of your classmates. Participate in the discussion by asking a question, providing a statement of clarification, providing a point of view with a rationale, challenging an aspect of the discussion, or indicating a relationship between two or more lines of reasoning in the discussion. Complete your participation in this assignment by Wednesday, March 16, 2016.

Power Base and Leadership

The British historian of the late 19th century, (Acton, 1887) said that "power tends to corrupt; absolute power corrupts absolutely," suggesting that a person's sense of morality lessens as his or her power increases. Do you agree? Considering this idea, is it ethical for leaders to try to increase their power? Is all power the same or are there different power bases and different corresponding influence techniques? How does the use of power impact the leader-follower relationship?

Choose an organization and describe the power base(s) in that organization. What types of techniques do leaders use to influence team behavior in that organization? How does the leaders' approach affect team relationships? As a leader, how would you use power in your relationships with team members, and why?

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Which of the following is not a factor in contributingto employee engagement?

Recognition

High levels of stress

Charismatic managers

High levels of conscientiousness

Motivating jobs

Research has demonstrated that organizational citizenshipbehavior is positively related to:

higher absenteeism andturnover.

higher performanceratings and lower organizational costs.

lower efficiency andhigher customer satisfaction.

lower customersatisfaction and lower turnover.

higher performanceratings and higher turnover.

The components of employee engagement are:

interpersonal,intrapersonal.

affective, behavioral,cognitive.

intrinsic,extrinsic.

urgency, beingfocused, intensity, enthusiasm.

values, attitudes,behaviors.

Juliet often takes office supplies home for her personal use.This is an example of:

CWB

POS

OCB

COW

EEG

Job satisfaction has a positive relationship with _________, anda negative relationship to _______.

CWB; OCB

job performance;OCB

CWB; turnover

OCB; job performance

job performance;turnover

Which of the following is not a key workplace attitudethat managers should track?

Job satisfaction

Employee engagement

Turnover

Perceived organizational support

Organizational commitment

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MHR 405 Chapter 9: Chapter 9 - MHR 405

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