Power and influence in organizational relationships
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Power and Influence in Organizational Relationships
Bolaji Okusaga
Self -Concept• Each individual is unique with own
self-concept• View of self affects one’s ability to
function as well as health
Self-concept and self image
• self-esteem• self-actualization
Components of self-
knowledge
1. Understanding Self Concept and Relationship Building
IdentityD
efini
tion
An internal sense of individuality and wholeness. Who are you?Name, gender, race, religion, occupation, role, etc.
Evol
ution
Begins during childhood as parents provide role models Continues during adolescence as teens establish own identity
Self-Esteem
Emotional – Self Appraisal• The emotional appraisal
of self-concept. • How do you regard
yourself?• Feel about self?
Practical – Self Worth• Sense of worth or
value?• This appraisal is an on-
going process so…levels of self-esteem can change.
Continuum – Body Image • Body image is dynamic:
the body changes through normal growth and development.
• Cultural and societal attitudes affect body image
Self Actualization
• What is your role?• What do you want your role to be?
What is Your Role?
• A part of self-concept is the way a person perceives their ability to carry out significant roles
• How do you bridge the gap between Ideal role expectations and Realistic possibilities
How Do You Perceive Your Role?
Factors Affecting Self-concept
Health status: • illness, injury, loss of control, dependency on others
Role stressors:• overload, strained, feelings of inadequacy
Developmental transitions • aging
Personal “success” or failure history
Crisis and/or life events: personal and/or global
Self Esteem
The value you place on yourself
Your perceived worth
It is either low or high
Self Disclosure
Definition• Revealing information about
yourself to others that is normally hidden
• Think of Oprah Winfrey
Application: The JoHari Window• Open Self• Blind Self• Hidden Self• Unknown Self
Obansanjo’s int. with BBC HardTalk
GEJ’s Int. With Amanpour
My Oga at the top
PublicArenaOpen
Blind (spot)Bad BreathSalad Teeth
HiddenAvoidedPrivate
UnknownUnconscious
JoHari Window: How It Works
KNOWN TO ME UNKNOWN TO ME
KNOWN TO OTHERS
UNKNOWN TO OTHERS
The Benjamin Franklin Effect
THE BENJAMIN FRANKLIN EFFECT• People will like you
more if you ask them to do you a favour
Benjamin Franklin knew how to deal with haters.
Born in 1706 as the eighth of 17 children to a Massachusetts soap and candlestick maker, the chances Benjamin would go on to become a gentleman, scholar, scientist, statesman, musician, author, publisher and all-around general bad-ass were astronomically low, yet he did just that and more because he was a master of the game of personal politics.
Exploring the Benjamin Franklin Effect
The things you do often create the things you
believe.
How can requesting kindness cause a person
to change his or her opinion about you?
How can asking for a favour turn a hater into a
fan?
Interpersonal CommunicationD
efini
tion A process through
which people exchange information, feelings, and meaning through verbal and non-verbal messages: it is face-to-face communication.
Appl
icati
on
The use of languageThe use of Non-Verbal CuesThe layers of meaning that lie within or can be inferred from what was said or unsaid based on the frame of reference of the participants in the communication process
About Interpersonal Skills
…are sometimes also referred to as people skills or
communication skills.
Interpersonal skills are how people relate to one another.
It involves using skills such as active listening, tone of voice,
delegation, and leadership. It is how well you communicate with
someone and how well you behave or carry yourself.
The term is used often in business contexts to refer to the measure of a person's ability to
operate within business organizations through social
communication and interactions.
Listening Skills
Stop Talking
Prepare Yourself to
Listen
Put the Speaker at
Ease
Remove Distractions
Empathise
Be Patient
Avoid Personal Prejudice
Listen to the Tone
Listen for Ideas – Not Just Words
Guidelines for Interpersonal Behaviour
Be properly prepared for meetings, interviews,
etc.
Behave in professional and responsible manner, keep emotions in check.
Be honest, objective and constructive.
Avoid negative or destructive behaviour.
Be helpful, supportive and value everyone you
work with.
Show interest in other people, their work and
ideas.
Accept advice or help and be prepared to offer
same.
Show willingness to carry out your fair share of
work with timeliness and diligence.
treat other people the way you wish to be
treated.
Dimensions of Interpersonal Exchanges
BASIC DIMENSIONS
The verbal aspects of such one- to-one exchanges have two basic dimensions:
1. Understanding2. Agreement
STATES OF AGREEMENT
1. Understanding AND Agreement
2. Understanding WITH Disagreement
3. Misunderstanding with Agreement
4. Misunderstanding WITH Disagreement
Dimensions of Interpersonal Exchanges
Understanding ANDAgreement
(Yes it’s alright)
Misunderstanding WITH Disagreement
(No and not alright)
Understanding WITH Disagreement
(Yes but not so)
Misunderstanding with Agreement
(No but alright)
Communication and Interpersonal Relationships
Two people that share
communication in any form have an
interpersonal relationship
People who learn how to develop interpersonal
relationships with most everyone they
meet certainly experience more
success in life than those who don’t.
Effective and personal
communication stands at the heart
of every relationship
The Role and the Need for Relationships
Need for inclusion
Need for control
Need for affection
• The degree with which we establish and maintain mutual interest
• The need to establish satisfactory levels of influence and power
• The need to offer love to others, as well as receive love from others
Stages in Relationship Building
Initiating
Experimenting
Intensifying
Integrating
Bonding
Stages in Relationship in Disintegration
Differentiation Circumscribing Stagnating
Avoiding Termination
2. Power and Influence
Power Defined
Capacity• the capacity of a person, team,
or organization to produce effects on others.
Potential
• People have power they don’t use and may not know they possess
• Power requires one person’s perception of dependence on another person
Types of Power• Power of knowledge
• Here roles can sometimes be reversed between Bosses and subordinates
Expert Power
• Ability to impact others or effect change based on the strength of relationship between the leader and followers
• This power is based more on relationship than statusReferent Power
• Status and position backed power• This is usually official
Legitimate Power
• Potential to impact others based on control over the distribution of rewards or desired resources.Reward Power
• The potential to impact others or effect change through the administration of negative sanctions
• The court martial is a vivid exampleCoercive Power
Dynamics of Power
LegitimateCoercive Rewar
d
Referent
Expert
Positional Resources Personal Resources
Personal & Positional resources need not be mutually exclusive
Control over information Persuasiveness
Positional Versus Personal
The Role of Power
With power you can…
Intercede favorably on
behalf of someone in
trouble
Get a desirable
placement for a
talented subordinate
Get approval for
expenditures beyond the
budget
Get items on and off
agendas
Get fast access to decision makers
Maintain regular,
frequent contact with
decision makers
Acquire early information
about decisions and policy
shifts
Influence
Definition
The degree of actual change as a result of
power
DynamicsCan be manipulative,
inappropriate or dishonest
Knowing about these makes you aware of their use by others
Influence Strategies
Retribution
ReciprocityReason
Application
• Produces immediate effect based on rigid specifications• Creates resistance, resentment, alienation• Stifles initiative and innovationRetribution
• Produced result without friction• Depends largely on trust• May be time-wasting due to need for boss-subordinate
negotiationsReciprocity
• Relies on logic and principles to produce results• Demands time based on the need to set-up process for
establishing evidence and advance logicReason
Influence Tactics
Rational persuasion
Exchange of benefits
Pressure tactics
IngratiationAppeals to authority
(legitimating tactics)
Consultation
Inspirational appeals
Personal appeals Coalition tactics
Upwards appeals
Yukl, 89; Yukl & Van Fleet 92
The Confluence of Power and Influence at Play
Logical PersuasionEXPERT
Inspirational Appeals REFERENT
Appeals to authorityLEGITIMATE
Exchange benefits REWARD
Pressure Tactics COERCIEVE
Power and Information
Control over information flow
Based on legitimate
power
Relates to formal
communication network
Common in centralized structures
(wheel pattern)
Power and Organizational Politics
Organizational Power Plays
Trading Blames
Controlling Information
Forming Alliances
Cultivating Networks
Creating Obligations
Managing Impressions
Dynamics of Organizational Politics
The People aligned with
Power benefits
Those who know how to cope with
organizational uncertainties gain power
Develop reputation as expert
Time spent on relationship should be based on work needs
Develop network of resource persons who can be called upon for
assistance
Choose correct combination of
influence tactics based on objective and target
to be influenced
Communicate influence tactics effectively
5 Steps to Become an Influential Manager
Stemming Political Tendencies within an Organisation
Increase• Resources• Clear Rules• Shared
Information• Opportunity for
Dialogue
Decrease• Political Norms• Political Employees• Peer Pressure
Thank you
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