Dynamic Group 3

UPPF 6033 : Dynamics Of Leadership
Group 3
INFLUENCING: POWER, POLITICS, NETWORKING
AND NEGOTIATION
Presentation by :
1. KALAISELVAM SUBRAMANIAM
2. CHANDRASEGAR RAJANDRAN
3. PUNITHAVATHI GUNASEGARAN
INFLUENCING
• The capacity or power of
persons or things to be a
compelling force on or
produce effects on the
actions, behavior, opinions,
etc
A Short Visual – Influences
POWER is….
• “ The ability of one person or
department in an organization
to influence other people to
bring out desired outcomes”
(Draft & Lane 2007,p.362)
• “The influence of a leader
over his followers is often
referred to as power” (French
& Raven 1959)
2 Sources of Power
Positional • Legitimate Power
Power • Reward Power
Sources
Personal • Expert Power

Power • Information Power
Sources
POWER related to?
• Father
• Mother
• Sister
• Teacher
• Security Officer
• Manager
• Supervisor
• Each and every one
around you
Learning Outcomes
Differences among
Position vs personal legitimate, reward, Relationship of
power coercive, and power and politics
referent power
Similar use of money Steps in networking Steps in negotiation

and politics process process
Relationship among:
negotiation, conflict,
influencing tactics,
power, politics
Types of POWER
Legal/ Legimate
It happens when the followers believe that
the leader has :a right” to instruct them;.
 "If one rises to the position of CEO and her employees believe
she deserves this position, they will respond favorably when she
exercises her legitimate power. On the other hand, if the people
do not believe that she deserve this power, it will be a bad move
for the company as a whole.”
Vivian Giang July 31,2013
The 7 types of Power that shape
the workplace
Reward
 Happens when a person motivates
others by offering raises, promotions,
and awards.
 For an example : the reward that you
would receive in the success of
upbringing a team
Referent
 Derives from follower’s respect for leader
 People with high referent power can highly influence anyone who
admires and respects them.
Expert
 Followers believe that leader has “expert” knowledge and skills
 In order to keep their status and influence, however, experts need to
continue learning and improving.
Information / Resources
Needed or wanted information. This is a short-term
power that doesn't necessarily influence or build
credibility.
For example, a project manager may have all the

information for a specific project, and that will give her
"informational power." But it's hard for him/her to
keep this power for long because the information will
soon be shared. This should not be a long-term
strategy.
Coercive / Punishment
Is based on the leader having control over of what
happen if followers do not act as required
There is not a time of day when you should use it, as

this is more vulnerable
Connection
 When a person attains influence by gaining

favor or simply acquaintance with a
powerful person. This power is all about
networking.
If we have a connection with someone that

we want to get to, that's going to give us
power. That's politics in a way, people
employing this power build important
coalitions with others ...
A Cute Visual –
Power of Teamwork
Politics In Leadership
Politic is about skill
Ability to effectively understand

others at work and to use such
knowlegde to influence other to act in
ways that enhance one’s personal
and/or organizational objectives
Politics Understand Persuasing Influencing

Actions not officially sanctioned by an
organization that are taken to influence
others in order to meet one’s personal
goals.
INFLUENCING TACTICS
Tactics used
The process of Can be most
frequently:
affecting the levied
thoughts, ✓Consultatio
behavior, or
upward, n
feelings of downward, ✓Rational
persuasion
another or
person. ✓Inspirational
laterally. appeals
✓Ingratiation
BEST WAY TO MANAGE POLITICAL
BAHAVIOUR
Proactive stance
Provide
supportive
climate
Manage Open
scarce communicatio
resources n
Encoura Clarify
performanc
ge
e
cooperati Participativ expectation
n e s
managemen
t
Managing the Boss
PROACTI UNDERSTAN ASSESS SUPPORTI

D VE
VE • Yourself
•The • Your • Develop
•Assess person – • Maintain
relationshi needs
the boss relationship
p of power him/hersel
between f
employee •Context
and boss
“If you can get people to buy you,
they’ll buy almost everything you
stand for.”
Political Networking
The ability to work

a room (presence)
Cultivate useful Create instant

long term alliances rapport
Powerful first
impression
Political Behavior Skill
Development
Reciprocity
Learn the Organizational Coalitions
Culture & Power Players
Develop Good Working Relationships
Especially with your Manager
Be Loyal, Honest Team Player
Gain Recognition
Networking
25
Dimensions of Politic Skill
Social Astuteness
• Personal Skill
• Interpersonal Skill
• Reading People & Situation
• Building alignment & aliance
• Strategis direction & scanning
Networking Ability
• Adept at building connections and relationships with diverse groups of
people. Quite often, they have connections to key stakeholders within
their organizations who have access to scarce and valuable resources.
• Effective at leveraging their networks to make things happen quickly at
work as well as to obtain critical resources for themselves and for their
work teams.
Interpersonal Influence
• proficient in this skill often use their compelling or charming
interpersonal style to influence others. Specifically, their
attempts to influence others are usually successful due to their
ability to put others at ease, get others to like them, and
communicate with others in positive ways.
Sincerity
• behave in a forthright manner that others perceive as being
open, honest, and authentic.
• show genuine interest in other individuals.
• typically are trusted and are better positioned to influence
others using a variety of practices such as interpersonal
influence
Why leader need politics?
1. To process gaining and using power

2. Kind of higher level of management
3. To influence people and enhance the objectives
of individual or organizational
Networking
• The ongoing process of building

interconnected relationships.
▫ Purpose is for politicking and socializing.
• Networks are:
▫ Clusters of people joined together by a variety of
links.
▫ Primary and secondary connections.
Networking Objectives
• To get a job – or a different one.
• To perform better at your current job.
• To advance in your organization.
• To stay current in your field.
• To maintain mobility.
• To develop and maintain relationships
– professional and personal.
Networking Process
• Five basic tasks:
1. Perform a self-assessment and set goals.
2. Create a one minute self-sell.
3. Develop a network.
4. Conduct networking interviews.
5. Maintain the network.
Self-Assessment & Setting Objectives
• Helps clarify your skills, competencies, and
knowledge.
• Gives insight to what is important to you.
▫ Accomplishments
 Write down at least 2 to 3 that define your skills and
abilities – include in your resume.
▫ Tying accomplishments to job interview
 When asked to describe yourself, use the
accomplishments statement in your resume.
▫ Set networking objectives
 Clearly set goals – break it down into specific tasks.
Your One Minute Self-Sell
• An opening statement used in networking that
quickly summarizes your history and career plan
and asks a question.
▫ Should be 60 seconds or less.
▫ Be concise – clear – compelling.
▫ Outline
 History
 Summary of highlights of your career to date.
 Plans
 What you are seeking – be specific.
 Question
 Ask question to open two-way communication.
Develop Your Network
• Start with primary contacts – people you
know.
▫ Document these contacts.
• Ask for secondary contacts – keep growing the
list.
▫ Include people you do not know.
▫ Get involved with the community – clubs,
organizations, volunteer work, etc.
▫ Meet and greet.
 Use the one minute self-sell.
Networking
Interviews
• Informational interviews are designed to help
learn specifics about your field of interest.
▫ Can be a phone call.
 Better if face to face.
▫ Ask for 15-20 minutes of their time.
▫ Most people are willing to help you.
 Do not go over your allotted time – unless asked to
stay.
 Leave business cards and resumes.
Networking Interview
Process
Deliver your one minute self-sell.
▫ Even if it is a repeat – it leads into your questions.
•Ask prepared questions.
▫ Have a short list of concise and relevant questions.
•Get additional contacts.
▫ Always ask for names of other people to contact.
•Ask how you can be of help to them.
▫ Or better yet bring something that may interest them –
reciprocity.
•Follow-up with thank you note and status report.
▫ Good idea to document meetings and follow-up calls.
Negotiating
• Process in which two or more parties have
something the other wants.
▫ An attempt to come to an exchange agreement.
▫ It is also called bargaining.
• Power, influence tactics, & politics can all be used in
the negotiating process.
• Self-assessment 10.2 examines your negotiating
skills.
https://youtu.be/1FeM6kp9Q80
Process of Negotiating
1. Plan
2. Maybe a
postponement
3. Agreement – or
no agreement.
The Plan
• Success or failure depends on a good plan.
▫ Research the other party.
 Know your opponent well.
▫ Set goals.
 Have a specific target and be willing to walk away unless you get it.
 Open with something higher that what you will settle for.
▫ Anticipate questions and objections from your opponent.
 Be ready to answer everything t hat could possibly come up from them.
▫ Develop options and trade-offs.
 If you have to give up something, be ready to ask for something in
return.
To Postpone or Not?
• Honesty and integrity are imperative for a good
negotiator.
• May be advantageous or disadvantageous
Most interested party usually tries to avoid
postponements
• Do not create a sense of urgency.
▫ Unless it is really true.
• Know when to pressure and when to let it go.
▫ Sometimes agreeing to let
Agreement
• Both sides should feel good about the

agreement
• Get it in writing
• Quit selling
• Start work on a personal relationship
Disagreement
 Accept that agreement isn’t possible
 Learn from the failure
 Ask the other party what you did right
& wrong
 Analyze and plan for the next time
REFERENCES
• Power and Leadership,April 19, 2013 by mvs5384
• Frater, J. (2007, September 5). Top 10 Most Evil Men – Listverse.
Retrieved April 19, 2013, from http://listverse.com/2007/09/05/top-10-
most-evil-men/
• Lesson 7: Power and Influence. (n.d.). Retrieved February 20, 2013,
from
https://courses.worldcampus.psu.edu/sp13/psych485/003/content/07_
lesson/01_page.html
• Power in Power Leadership; Tutor : John BatrosGroup : Christopher
Armstrong, Jason Dinh, Ruwandi Perera, Samra Nazir Class : Leadership
& Organisation Dynamic Presentation 2011
• Source: http://www.orange-papers. org/orange-Hitler11cx.jpg Source:
http://4.bp.blogspot.com/_CbwnjooteyI/SNHmMPmYU8I
/AAAAAAAASi8/FluOsGsVgBs/s400/93.jpg
• “Leadership is an influence relationship among leadersand followers
who intend real changes that reflecttheir mutual purposes”- (Rost J. C.
1993, p.102)“No man is good enough to governanother man without
that othersconsent.” Abraham Lincoln 16th President of USA

Dynamic Group 3

Uploaded by

Copyright:

Available Formats

Dynamic Group 3

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Dynamic Group 3

Uploaded by

Copyright:

Available Formats

UPPF 6033 : Dynamics Of Leadership

Personal • Expert Power

Similar use of money Steps in networking Steps in negotiation

For example, a project manager may have all the

There is not a time of day when you should use it, as

 When a person attains influence by gaining

If we have a connection with someone that

Ability to effectively understand

Politics Understand Persuasing Influencing

PROACTI UNDERSTAN ASSESS SUPPORTI

The ability to work

Cultivate useful Create instant

1. To process gaining and using power

• The ongoing process of building

• Both sides should feel good about the

You might also like