组织领导学（第9版）课件 第六章 权力与影响策略.pptx

LeadershipinOrganizationsNinthEditionChapter6PowerandInfluenceTacticsCopyright?2020,2013,2010PearsonEducation,Inc.AllRightsReserved

LearningObjectivesAfterstudyingthischapter,youshouldbeableto:6.1Understandhowpowerisacquiredorlostinorganizations.6.2Understandhowpowerisrelatedtoleadershipeffectiveness.6.3Understandhowtousepowereffectively.6.4Understandthedifferenttypesofinfluencetactics.6.5Understandeffectivewaystousetheinfluencetactics.

SourcesofPowerPositionandPersonalPowerLegitimatePowerRewardPowerCoercivePowerReferentPowerExpertPowerInformationPower

HowPowerIsGainedorLostSocialExchangeTheoryStrategicContingencyTheoryInstitutionalizationofPower

ConsequencesofPowerStudiesontheconsequencesofleaderpowerareinconclusive,butfindingsindicatethateffectiveleadershavemoreexpertandreferentpowerthanlesseffectiveleaderseffectiveleadersrelyontheirpersonalpowermorethanontheirpositionpowerSeveralofthepowerstudiesalsoindicatethatitisbeneficialforleaderstohaveatleastamoderateamountofpositionpowerTheamountofnecessarypowerforaleaderwilldependonwhatneedstobeaccomplishedandontheleader’sskillinusingtheavailablepower

GuidelinesforUsingPower(1of6)LegitimatePowerTable6.1GuidelinesforUsingLegitimateAuthorityMakepolite,clearrequests.Explainthereasonsforarequest.Don’texceedyourscopeofauthority.Verifyauthorityifnecessary.Followproperchannels.Followuptoverifycompliance.Insistoncomplianceifappropriate.

GuidelinesforUsingPower(2of6)RewardPowerTable6.2GuidelinesforUsingRewardPowerOfferthetypeofrewardsthatpeopledesire.Offerrewardsthatarefairandethical.Don’tpromisemorethanyoucandeliver.Explainthecriteriaforgivingrewardsandkeepitsimple.Providerewardsaspromisedifrequirementsaremet.Userewardssymbolically(notinamanipulativeway).

Guidelines