Please enable JavaScript.
Coggle requires JavaScript to display documents.
Module 6: Leadership Ch 13: Power and Negotiation Ch 14: Styles and…
Module 6: Leadership
Ch 13: Power and Negotiation
Ch 14: Styles and Behaviors
Power
13-2 pg 440
Organizational:
--legimate
--reward
--coercive
Personal:
--Expert
--Referent
Contingencies:
--Substitutability
--Centrality--AC
--Discretion
--Visibility -- AC
Influence
Most Effective:
Rational persuasion
Consultation
Inspirational appeals
Collaboration
Moderately Efffective
--Ingratiation
--Personal appeals
--Apprising
Least Effective
==pressure
==coalitions
==exchange
Responses:
--Internalization -- AC
--Compliance
--Resistance
Organizational Politics 13-4
networking ability
social astuteness
interpersonal influence
apparent sincerity
Conflict Resolution
13-5
Collaborating: win-win
Compromise
Competing: win-lose
Accommodating: lose-win
Avoiding: lose-lose
Negotiations
:
Distributive bargaining
Integrative bargaining
Stages:
--Preparation
(BATNA) best alternative to negotiated agreement
--Exchanging information
--Bargaining
--Closing and commitment
leadership
Leader-member exchange
role taking
role making
Unit-focused
Dyad-focused
leader
effectiveness vs emergence
Styles:
--delegative
--facilitative
--consultative
--autocratic
TIME-DRIVEN MODEL OF LEADERSHIP F14-3
Day-to-Day:
Initiating and Consideration
T14-3
Life-Cycle Theory of Leadership OR
Situational Model of Leadership
--Readiness
--Telling, Selling, Participating, Delegating
Transformational
laissez-faire
transactional
passive management-by-exception
active m-b-e
contingent reward
Idealized influence: making followers want to follow you