# Organizational Behavior Class Nine

https://www.youtube.com/watch?v=4e1UuDjquec

[00:00] all right good evening everyone and welcome back finally to the normal setting of organizational behavior and i want to thank you so very much for your patience during all of the uh disruption that was created by the passing of my father and i hope that you haven't uh felt as if you've lost track of the course we tried to keep things going as smoothly as possible i do know that a week was omitted and so we're going to have to take some of those doubled lectures and condense them and put them together and so last week i hope that you gain benefit out of the video presentation concerning organizational systems and culture and if you have any questions about that if you're in class we can talk about it after class tonight or you can schedule a time to speak with me about it if you're joining us virtually and you have any questions about last week as well as any other week you're always welcome to reach out to me in the manner that's indicated on
[01:00] The syllabus.
[01:02] So let's begin tonight as we always do with the season of prayer.
[01:04] I've just hit the ground here in Indianapolis area and back at Westfield from a camp meeting in Phoenix, Arizona.
[01:15] And God was tremendously manifested there, saving, sanctifying, helping.
[01:20] We thank God for that and did a lot of special things and so we thank the Lord for it.
[01:25] We want to pray that what he began there would just continue and then we here at Union Bible College and Academy are coming very close to our Thanksgiving break and so we want to pray that these students have a good refreshing break and that our hearts are reminded of how good God is to us.
[01:49] So do you have anything that we could add to this prayer list?
[01:55] All right, let's pray.
[01:57] Lord Jesus, thank you for traveling mercies and Godspeed back from Arizona.
[01:58] Thank you for a
[02:00] tremendous camp meeting there gospel center and we pray god that you bless the faith missionary association their works.
[02:08] we pray god that you would help our students and our faculty and staff as we come to this point of break thanksgiving break.
[02:15] we pray that we would finalize classes uh tonight and tomorrow and then we pray that the break would be refreshing rejuvenating.
[02:21] we pray god that in all things as we share a little time off and some time with family and friends that we would uh just look up uh to jesus the author and finisher of our faith.
[02:33] we would just praise you and thank you we're being reminded that every good gift every perfect gift is handed down from above from the father of alliance and whom there is no variableness neither shadow turning.
[02:43] bless our class tonight help as we pray as we delve into new material let these students be able to comprehend and retain and help me to communicate clearly touch this voice that's worn from the week.
[02:55] we give you praise in jesus name amen.
[03:00] all right we're
[03:01] talking this week about power and influence.
[03:05] as it's understood and applied within the context of organizational behavior.
[03:11] and one must first recognize that power is held within organizations by both individuals and by groups.
[03:17] we've talked some about teams and groups and so if such a reality exists within an organization, they too can have power.
[03:25] just as individuals do.
[03:27] it's also noteworthy that power and influence can be used either positively or negatively.
[03:34] it's up to you and it's how that you use it and it's going to depend largely on the individual in particular for much of this lecture the manager and leader of course as we're talking to folk in that train of thought.
[03:49] but it's going to depend largely on how we exert that power and how we communicate that influence.
[04:01] it's going to have a lot to do with our intentions.
[04:04] so to begin let's define power and include this in your notes if you would please.
[04:08] power refers to the ability to influence another person or group to do something that they would not have done otherwise.
[04:32] in too many cases the leader's need for power supersedes the organization's need and in doing so it becomes a negative.
[04:39] scholar david mcclellan conducted a study on the matter and what he expected to find was that effectiveness of leadership the display of power within that leadership context would be rooted in an appropriate need to achieve by the leader so the leader wants to achieve so he or she.
[05:02] exerts powers in such a way to help that achievement be brought to fruition.
[05:07] and in that case it would be appropriate.
[05:09] however what mcclellan discovered was that in many cases the driving factor was not really the leader's performance but their perceived need of having power or control.
[05:24] so he thought that they would be motivated positively by trying to accomplish more their performance production.
[05:32] but instead what his data told him was that many leaders sadly i've become intoxicated with power or control and so they use it in a negative fashion.
[05:44] mcclellan and by the way that is uh m little c capital c l e double l a n d mcclelland mcclelland further determined that even if that is the case a leader could convert this negative approach that that default mechanism to what will power control.
[06:03] that could convert that from a negative to a positive by learning to do a couple of key things.
[06:08] and uh while i pray that the group of students that i'm talking to are not going to be motivated by merely possessing power or being in control i do think the things that mclaughlin points to is beneficial for all of us.
[06:21] so one thing that mcclellan said that would help them transition from negative to positive was if they could learn to postpone the need for immediate gratification.
[06:30] how applicable is that to many things in our lives.
[06:32] so if they could learn to postpone immediate gratification then they would be less likely to err in this area of power.
[06:43] also if they could refrain and this is probably connected to the first point if they could refrain from acting impulsively and again that's good for all of us.
[06:53] so if they could postpone that that need for immediate gratification and they could somehow refrain from acting impulsively.
[07:02] he later dubbed this restraint
[07:05] as leadership motive pattern that's what he called it.
[07:08] if they would do this it would be referred to as leadership motive pattern.
[07:14] so let me give you a definition for that.
[07:16] leadership motive pattern is a high need for power.
[07:19] we're still talking about people that really i pray are unlike you and i.
[07:23] i pray we have a more christian mindset than that.
[07:28] we're talking about this is what we'll find many times in a secular construct.
[07:33] but we're trying to take the reality that exists there and somehow make it a little better.
[07:37] and then you and i are going to glean from it as christian leaders to see how we can do better.
[07:43] so leadership mode of pattern is a high need for power.
[07:48] but with high impulse control and a low need for affiliation.
[07:59] with a high impulse control and a low need for affiliation.
[08:08] Anybody need that one more time?
[08:11] Leadership motive pattern.
[08:13] Or leadership motivation pattern.
[08:16] Is a high need for power.
[08:19] So these individuals are still very much disconnected from a lot of they have uh what you might imagine in their leadership style uh a disconnect between them and those that are serving them but they're balancing their high need of power with a high impulse control.
[08:22] And a low need for affiliation.
[08:44] The leadership motive pattern is relatively common.
[08:47] Especially in secular settings.
[08:49] And is generally associated as positive when they can balance this.
[08:55] They typically have a high managerial performance.
[08:58] Okay, I'm not condoning or promoting, simply stating something that you should be aware of.
[09:08] So this is not and this is not an
[09:10] appropriate approach to power we should not be motivated by power.
[09:15] um we should be motivated by exercising power that's given to us in a way that's pleasing unto the one that permits us that power right so we're gonna steward.
[09:27] so let's talk about uh types of power and let's figure out how you and i should approach possessing and applying that power okay.
[09:36] so we're going to do seven types of power.
[09:39] i will attach a diagram to populate for you and uh our media department may have it.
[09:44] may have a diagram that he can put up i did send one via email but that's okay i see a look you can't see it but i see it.
[09:52] look so i'll take the blame for that but i can give it to you it's it's basically just a color-coded set of words and so allow me to give it to you and you can jot it down and then we'll as we often do we'll go into each of them a little more uh specifically in detail so what we're talking about here are the seven types of power seven types.
[10:11] of power okay
[10:13] number one legitimate power
[10:21] this is referring to the position of authority that you hold the position of authority that you hold legitimate power
[10:27] the second is reward power
[10:30] reward power this means you have control to offer rewards and incentives to your employees
[10:37] reward power okay
[10:41] thirdly is coercive power
[10:44] coercive power c-o-e-r-c-i-v-e coercive power
[10:51] that is the polar opposite reward if you will that means you have control over discipline and punishments
[10:59] again we'll go through each of these in a little more detail
[11:03] fourthly is expert power
[11:08] this is a control or authority or power you have
[11:12] because of knowledge or expertise that you possess.
[11:15] your skill your knowledge your ability.
[11:19] then there is fifthly informational power.
[11:26] this doesn't mean necessarily that you know everything.
[11:28] if that was the case it'd be more can it is a can but it would it would really be expert power.
[11:33] this simply means you have control over the information that's available.
[11:37] okay.
[11:38] we'll touch this a couple times through the lecture.
[11:41] is referent power r-e-f-e-r-e-n-t.
[11:46] referent power.
[11:48] you have this power when you have respect from your subordinates when your employees respect you and they give reference unto you.
[11:56] and then seventh and finally is persuasive power.
[12:03] and you have this type of power when you have the ability to use logic and reason to persuade others okay.
[12:09] so allow me to give those to you one more time the seven types of power.
[12:13] legitimate power reward power coercive power expert power informational power referent power and persuasive power.
[12:25] now these seven power types can be divided into two primary categories all right.
[12:33] the first is positional powers.
[12:37] positional powers powers you had because of the position that you hope.
[12:43] second is personal powers.
[12:46] personal powers okay let me explain that just a little bit and i'll attach the associated powers for you.
[12:54] positional powers include the first three legitimate power reward power and coercive power.
[13:02] these powers are derived from the position that the leader holds in the organization.
[13:08] the level of these powers is going to be greater of course for employees that hold a higher or greater position within.
[13:15] that organizational system as you learned last week or construct.
[13:21] so positional powers are legitimate reward and coercive.
[13:25] personal powers include the remainder expert informational referent and persuasive powers.
[13:31] all of these are rooted in the person not the position he or she holds they're rooted in the person.
[13:37] therefore the level of these powers is absolutely dependent upon whatever unique characteristics that that particular individual holds.
[13:47] okay.
[13:49] now managers typically possess some degree of positional power which gives them by default the right to ask employees to do things that align with their job description.
[14:02] now i will just say having managed in several places in my life including here at ubca uh nothing rubs me the wrong way like taking the cat and rubbing it.
[14:17] backwards nothing does that more than somebody say well that's not my job.
[14:21] I didn't like that long before I come to UBC, I just didn't like somebody doing that.
[14:25] However, to be fair to the person that says that, and you find it a lot, especially in like, uh, very divided constructs like in uh union designations, you know, you're not going to find somebody in this union hall doing something that belongs to banking hall, okay?
[14:41] So there's times in which the employee has the right to say that.
[14:44] And we need as managers, even though we don't like that, we need to understand that our positional power only gives us the right to tell them what to do within the context of what it is they've signed signed up to do.
[14:59] We can't ask the uh the PR secretary to, you know, wreak the leads on the law, we just can't do that, all right?
[15:06] However, let me just tell you that if you will develop all of these powers, especially those that are under this subset of personal powers.
[15:18] you may find that it's not that it is at times both appropriate and possible and that employees won't resent it but it's not going to happen nearly because of positional power so that's the point to see here okay
[15:31] so managers typically possess some degree of positional power which gives them a right to ask employees to do things aligned with their particular job descriptions
[15:38] this is referred to this this right is referred to as organizational authority
[15:45] so allow me to give a short definition for that organizational authority is a manager's power based upon his or her position within the organization or maybe instead of power we could use right
[15:59] organizational authority is a manager's right to exert power based upon his or her position within authority so within the organization excuse me
[16:09] so it doesn't sound the same thing as legitimate power because it's not it's talking about the right that these positional powers offer and other positional powers legitimate power
[16:19] is often what one looks to.
[16:22] okay.
[16:23] everybody with me so far?
[16:25] all right let's look at these various types of power a little more deeply.
[16:28] we're going to begin with the three types of positional power again it's legitimate coercive and reward.
[16:34] and sometimes they're not titled as such.
[16:37] now they are many times in in many by many different authors and so that's the reason i give it to you but sometimes they're explained so in other words somebody's not going to come out and say legitimate cursive and reward but they're going to they're going to say the same thing in phrases and so i'm going to give you i'm going to give you an example of that.
[16:58] so sometimes when we're talking about positional power someone says and if you want to make it into an outline it would be three points someone would say it's power due to one's job number one power due to one's job.
[17:10] well guess what that is that's legitimate power.
[17:13] power due to one's job or they'll say secondly that it's power due to the control of rewards.
[17:20] well that's exactly right that's what reward power is it's power that one possesses because they have control over rewards
[17:29] and then number three they'll say power due to control over punishments well that is this that is an explanation of coercive power
[17:36] so even if you don't see the words legitimate real uh legitimate power reward power coercive power if you don't see those phrases used you're going to see people talking about these same three things and explaining them when they talk about positional powers
[17:52] all right everybody with me so far
[17:56] legitimate power or powers to do one's job legitimate power
[18:01] let's see um is the formal authority the organization extends to a manager
[18:08] legitimate power is the formal authority that's a good working definition
[18:12] legitimate power is the formal authority the organization extends to a manager
[18:18] okay
[18:22] the organization extends to a manager.
[18:28] you say well what's that power look like?
[18:29] what's that power to do?
[18:31] well i i'm gonna give you four things.
[18:34] it's not an exhaustive list but these are four primary things that people with legitimate power do.
[18:38] number one they hire.
[18:41] they hire new employees.
[18:44] they do the hiring.
[18:46] number two they assign tasks or they designate the work.
[18:50] they assign tasks.
[18:53] number three they monitor the activity of their employees.
[18:58] they monitor employee activity.
[19:02] and fourth and finally for this short list they enforce organizational rules or regulations.
[19:10] they enforce the rules and regulations of the organization.
[19:13] so when we talk about legitimate power it is that formal authority that's given to a manager or leader when they take on a particular position and among many.
[19:22] things it typically includes the hiring
[19:26] the assigned tasks the monitoring of that activity and the enforcing rules
[19:33] now for these positional powers i want to look at them a little differently than personal powers
[19:36] so i'm going to name the power
[19:40] i'm going to give the response to the power
[19:43] then i'm going to tell you what your responsibility is as one that's exerting that power
[19:50] okay that's just to give you a heads up that's the way i'll approach these first three
[19:52] so we've named the power we give some examples legitimate power here's a response to legitimate power
[19:58] an employee's response to legitimate power is typically compliance
[20:04] typically
[20:05] employees comply good employees we know there's always exceptions we'll talk about what happens when we have some of those exceptions but typically employees are respectful enough that they will comply to legitimate power because they believe the position that's held
[20:23] gives that manager or leader the right
[20:25] to ask them
[20:27] to do the things they're doing
[20:29] so
[20:32] if someone off the street walks in to
[20:36] the business office
[20:38] goes to the cfo and says i'd like you to
[20:40] run me
[20:42] um last month's dashboard
[20:45] even though that's something that she
[20:46] would do she may say
[20:49] uh
[20:50] who are you
[20:52] why would why would i do that for you
[20:53] you know who gives you know why would
[20:55] you tell me to do that
[20:57] if the ceo goes to the cfo and says run
[21:00] me last month's dashboard
[21:02] okay i'll get it i'll get it on your
[21:04] desk why is that well because
[21:06] they're typically compliant because they
[21:08] recognize he or she has this position
[21:11] and can i just say as christians can i
[21:13] just say
[21:15] we should be exemplary
[21:17] in this area
[21:18] i know you don't always like to comply
[21:20] to what it is you're asked to do
[21:22] and all of us have have a degree of
[21:27] of self propensity that we have to work
[21:30] with and we pray god sanctified the
[21:32] heart and
[21:33] and and dealt with that primarily you
[21:35] know but just in our own personality and
[21:38] just in our own humanity we can have
[21:40] just a little bit of if we're not
[21:41] careful
[21:42] but as christians we need to be some of
[21:44] the most compliant people especially
[21:46] when it's appropriate and legitimate
[21:47] power says it's appropriate so that's
[21:49] the response to legitimate power but
[21:51] what's the managers of the leader's
[21:53] responsibility in exercising this type
[21:56] of power legitimate power
[21:58] well to use the form of organizational
[22:00] power effectively this form
[22:03] you as managers and leaders need to
[22:05] focus on providing clear
[22:07] and appropriate communication
[22:08] communication is key
[22:10] when it comes to exercising legitimate
[22:13] power
[22:15] communication needs to be clear
[22:17] it needs to be
[22:19] appropriate
[22:21] when i say it needs to be appropriate i
[22:22] mean it needs to flow through the right
[22:24] channels
[22:25] we need to make sure that it is flowing
[22:27] through the right channels
[22:29] so that it comes to that employee in the
[22:31] way that it should so it so it amplifies
[22:33] its legitimacy
[22:35] and then
[22:37] because it's a legitimate positional
[22:39] power that is held
[22:40] we need to provide an opportunity for
[22:42] feedback to come from that employee back
[22:45] to the manager or the leader so that
[22:48] they feel like it's not just a one-way
[22:50] street
[22:50] yes you legitimately have this ability
[22:53] but you don't want to abuse the ability
[22:55] and so to use it appropriately you want
[22:57] to provide feedback
[23:00] all right
[23:01] questions comments
[23:04] reward power then the second of the
[23:06] positional powers that we mentioned
[23:07] reward power
[23:14] is the power one possesses
[23:17] when they can grant unto employees
[23:22] tangible or intangible rewards
[23:25] reward power is the power a manager or
[23:28] leader possesses positionally
[23:31] when they have the ability
[23:34] to
[23:35] grant into an employee tangible or
[23:37] intangible
[23:39] motivators or motivation
[23:42] now when we talk about tangible rewards
[23:45] we're talking about things like raises
[23:48] bonuses uh preferred assignments
[23:51] that's something tangible that you can
[23:53] reward your employee with
[23:55] but not all rewards are tangible some
[23:57] are some are intangible some are
[24:01] um
[24:02] some are given in ways of praise or
[24:07] recognition
[24:08] um
[24:09] may be a form of advancement that really
[24:11] makes little change but it somehow sends
[24:15] a message
[24:17] to the individual okay
[24:19] so that's what we're talking about when
[24:21] we're talking about reward power
[24:23] so what's the response to reward power
[24:25] well typically it's positive
[24:28] typically an employee that's receiving a
[24:30] reward is receiving something that he or
[24:31] she desires
[24:33] and something that he or she sees as
[24:35] motivational by the way it's not
[24:37] something that they desire and it's not
[24:38] something motivational it's probably not
[24:40] that good of a reward so it's probably
[24:42] not meeting the need
[24:44] so when it comes to reward power when
[24:46] it's used appropriately
[24:48] it is typically seen as possible
[24:51] so what's your responsibility you may
[24:53] say great everybody likes this but i'm
[24:54] going to hand these out like candy this
[24:56] is going to be great
[24:58] well
[24:59] let's talk about your responsibility to
[25:01] utilize this type of power reward power
[25:03] appropriately
[25:05] you have to be very diligent in
[25:07] monitoring employee activity you've got
[25:10] to be able to determine is this activity
[25:13] positive or negative is this behavior
[25:16] what we're expecting or what we're
[25:18] trying to correct
[25:19] you have to do that so you ensure that
[25:22] you don't inappropriately
[25:26] reward
[25:27] for something that
[25:29] you're not wanting to support you're not
[25:31] wanting to duplicate
[25:32] if you give rewards out just because
[25:34] well i haven't given bob anything lately
[25:36] so i'm going to give bob a little bonus
[25:37] and bob's been you know 25 under his
[25:40] quota for the last six months then guess
[25:42] what you've just done you've
[25:43] communicated to bob that what he's doing
[25:45] is great
[25:46] so why would he do anything different
[25:48] than that
[25:49] okay
[25:50] to effectively use reward powers the
[25:53] manager must ensure rewards are
[25:56] attractive
[25:58] they need to be very clearly associated
[26:01] with a task
[26:05] i don't want to complicate the outline
[26:06] but can i just say about this task maybe
[26:08] this is a subset for just the task
[26:10] itself but the task needs to be
[26:12] reasonable when you ask them to do it it
[26:14] needs to be reasonable and then their
[26:16] performance needs to be sufficient
[26:19] you need to be reasonable what you've
[26:20] asked and their performance needs to be
[26:22] sufficient and really if you're going to
[26:23] reward them it needs to be more than
[26:25] just merely sufficient okay
[26:27] but our responsibilities are to make
[26:29] sure whatever we're awarding rewarding
[26:32] folk with is attractive it's associated
[26:35] with
[26:35] a reasonable task
[26:39] and then it has to be seen the reward
[26:41] has to be seen as ethical
[26:45] now you might not think about that
[26:46] immediately because you're thinking well
[26:48] who doesn't like a reward whatever but
[26:50] if you don't present the reward
[26:52] correctly it can be seen as a bribe
[26:56] i mean something i want
[26:58] but
[26:59] i have to do this to get it something
[27:01] that i'm terribly opposed
[27:04] students are attempting to rob presently
[27:08] with their candy
[27:11] rewards uh will likely also differ
[27:15] when it comes to various employees
[27:17] what motivates one might not motivate
[27:19] another so you're gonna have to know
[27:22] what does this employee see as
[27:23] attractive what what will be
[27:25] motivational to this individual
[27:27] and then you
[27:29] as a leader as a manager might be
[27:31] responsible
[27:32] to
[27:33] align that with them
[27:38] all right number three the third of the
[27:40] positional powers is coercive power
[27:43] course of power
[27:46] course of power is rooted in fear
[27:48] of negative consequences or punishment
[27:52] coercive power is rooted in fear of
[27:54] negative consequences consequences or
[27:57] punishment
[28:00] and it's used to make the employee come
[28:02] into compliance
[28:03] it's used to make them become compliant
[28:07] either through the issuing of punishment
[28:10] or simply the fear that they might
[28:12] receive punishment if they're not
[28:13] compliant that's the wacom
[28:15] course of power
[28:17] is
[28:18] um used
[28:20] when i say punishment
[28:22] i mean any undesired or negative
[28:25] consequence
[28:26] any
[28:27] undesired or negative consequence that's
[28:30] what we're talking about when we talk
[28:31] about punishment
[28:33] now that could include things like a
[28:35] reduction of work hours
[28:37] that could be
[28:39] the shift they don't want
[28:41] that could be some task
[28:43] that that you're
[28:45] giving to them or it could be more
[28:47] formal like uh
[28:48] reprimands whether they're verbal or
[28:50] they're written all of these are seen as
[28:52] punishment and all of these are means by
[28:54] which of exercising
[28:56] coercive power
[29:00] now let's talk about the response to
[29:01] course power
[29:05] this power actually can be quite
[29:06] effective
[29:07] and it can bring people into compliance
[29:11] but it does run risk because it is
[29:14] generally seen as negative
[29:17] and the risk that it typically runs is
[29:20] one increasing the stress level of the
[29:24] of the individual within the culture or
[29:26] even the culture itself
[29:28] two
[29:29] decreasing the morale same again again
[29:32] of the individual or of the organization
[29:35] itself
[29:37] and thirdly it can it can lead to
[29:39] retaliation
[29:40] it can create retaliation by
[29:43] again the individual or the organization
[29:45] because they begin to find others
[29:48] that feel
[29:50] similar
[29:52] so what's the manager's responsibility
[29:54] in the usage of coercive power
[29:57] to ensure that course of power is
[29:59] effective the manager must strive to be
[30:01] fair
[30:04] be consistent
[30:07] and unlike some powers when it comes to
[30:09] coercive power you should thirdly be as
[30:11] infrequent as possible
[30:14] you should be as infrequent
[30:16] as possible this is not your go-to
[30:19] mechanism
[30:20] if this is the power you're constantly
[30:22] leading with something is misaligned
[30:24] okay so you need to be fair you need to
[30:27] be consistent you need to be infrequent
[30:29] there are times when coercive power is
[30:31] necessary and when it's used
[30:32] appropriately it can be effective okay
[30:36] but we need to make sure we keep our
[30:38] minds on those three things
[30:42] all right we're going to shift from
[30:43] positional powers to personal powers
[30:46] any questions on positional powers
[30:48] before we move in
[30:53] okay
[30:55] personal power
[30:58] turns our attention from the position
[31:00] the person holds
[31:02] to the influence
[31:04] the person holds
[31:11] personal
[31:13] powers
[31:14] are rooted in
[31:16] the influence possessed by the manager
[31:18] or leader
[31:20] you will
[31:21] only
[31:22] have these powers if you possess this
[31:25] influence
[31:26] again we've said in earlier lectures
[31:28] that there's a difference between
[31:30] managers and leaders i mean technically
[31:32] but i've talked about them some you know
[31:34] i've talked about them
[31:36] jointly in this class because we should
[31:38] be leaders that manage
[31:40] uh we lead people we manage procedures
[31:42] we should be leaders though that manage
[31:43] and managers should learn to lead and we
[31:46] know that uh
[31:48] when we're leaving we're talking about
[31:49] influence so as we transition to these
[31:51] personal powers
[31:52] it shouldn't surprise us that all of
[31:55] these are rooted in characteristics
[31:57] unique to the
[31:59] and they will remain with you regardless
[32:02] of what position you hold or if you hold
[32:04] a position at all
[32:06] some people mistakenly i think i've said
[32:08] this at least one other time early on in
[32:09] this course some people mistakenly see
[32:11] leadership as i'm a leader because i
[32:13] have a position
[32:16] well i just spoke to a leader who has
[32:18] several
[32:19] points of positions of authority who
[32:22] just told me brother bucker i need a
[32:23] little assistance because i don't know
[32:26] i don't know if i'm the leader and i've
[32:28] been placed in these positions to lead
[32:29] what do i do
[32:31] and you can imagine i told him that he
[32:32] needed to put forth effort into learning
[32:34] how to lead
[32:36] because we need to learn how to
[32:38] influence people the good news is even
[32:39] if we don't have any positions at all
[32:43] we can still have influence
[32:45] one of the greatest examples of this is
[32:47] i had a former employee here at ubc
[32:49] that had a
[32:51] relatively low position in the construct
[32:54] but his influence was far-reaching
[32:57] and
[32:58] it was it was a evidence
[33:01] of the power that he possessed okay
[33:04] so let's talk about those types of
[33:06] prayers i've already given them to you
[33:07] but we'll go over them again the first
[33:09] is expert power
[33:11] expert
[33:12] power
[33:16] expert power is based on the
[33:18] individual's expertise
[33:21] in a given area expert power is based
[33:23] upon the individual's expertise
[33:26] in a given area
[33:29] if you want to increase this form of
[33:30] power
[33:32] then you're going to need to increase
[33:34] your expertise to do that
[33:37] you can identify things that are
[33:39] important to the organization that you
[33:41] serve
[33:43] now
[33:45] you say well i know everything there is
[33:47] to know about quilting
[33:48] well that's great but that's not going
[33:50] to help you much at the steel mill
[33:52] so you need to ensure that you're in the
[33:54] right organization in the right industry
[33:57] and sometimes people come into an
[33:59] organization
[34:00] or or the industry from another and they
[34:02] carry with them certain
[34:04] points of expertise that are beneficial
[34:07] and they have expert power in that area
[34:09] but if they want to increase that they
[34:11] can increase their expertise in that
[34:12] given area
[34:14] or they can increase their expertise in
[34:16] another area but that other area has to
[34:18] be
[34:19] beneficial to the institution that
[34:21] they're serving
[34:24] now
[34:25] if you're not
[34:26] an expert
[34:28] in a distinct subset
[34:30] of the organization so
[34:33] you're not uh you don't possess an mba
[34:37] uh so you're not expert in the in the
[34:40] finance area
[34:42] for education you're not uh you know you
[34:44] don't have a master's degree or
[34:46] doctorate in intercultural studies so
[34:47] you're not helpful there but you're
[34:49] working in the institution and you're
[34:51] wanting to increase your expertise but
[34:53] you don't know where to start because
[34:55] you feel like i don't have any expertise
[34:56] at all
[34:58] look at what they are interested in
[35:00] and set your focus on some area of that
[35:03] okay
[35:04] or look at the organization as a whole
[35:07] and become an expert on the organization
[35:09] itself
[35:12] one thing that's overlooked by so many
[35:14] is the expert power that's possessed by
[35:16] an individual
[35:17] that has holistic understanding of
[35:20] something
[35:22] you'll see this a lot of times
[35:25] in an organization at a second or third
[35:27] level
[35:28] people that have
[35:30] uh maybe been long-standing in the
[35:32] company they've risen through the ranks
[35:34] and they just have a they have a great
[35:36] knowledge about the about the
[35:38] institution about the organization about
[35:40] the industry and so because of that it's
[35:42] not a subset of the company that they're
[35:45] an expert
[35:46] about
[35:47] but their expertise is concerning the
[35:49] company as a whole this this also
[35:50] applies not only to a subset of
[35:52] particular something within the
[35:53] organization but the organization itself
[35:55] or the industry itself
[35:58] if you're if you're trying to sell shoes
[36:00] and you become an expert in that area
[36:03] then you will
[36:05] increase your extra power
[36:10] this makes this ensures that your
[36:12] expertise is valuable
[36:14] and you only have expert power within an
[36:16] organization if it's perceived as
[36:18] valuable to that organization
[36:20] all right number two of these personal
[36:23] powers is informational power
[36:25] informational power now i mentioned
[36:26] earlier this is akin in a sense to
[36:29] expert power but it's not the same thing
[36:31] it's not about possessing a tremendous
[36:34] amount of knowledge that's expertise
[36:36] it's talking about possessing the
[36:38] ability
[36:40] to
[36:42] grant or deny access
[36:44] to that knowledge okay
[36:47] so informational power is possessed when
[36:49] someone serves as what many times is
[36:52] called a gatekeeper to organizational
[36:55] information
[36:56] they can provide it to you
[36:58] they can forbid it or refrain from
[37:00] because you do not receive it
[37:03] and that empowers that person
[37:08] the next is referent power referent
[37:11] power
[37:12] referent power is based on a manager's
[37:16] charisma or attractiveness to others
[37:18] it's based on your charisma or your
[37:20] attractiveness to those
[37:23] that work under you reference powers
[37:25] based on a manager's charisma
[37:27] or attractiveness to others
[37:30] when employees appreciate their leader
[37:32] their manager
[37:34] when they find them
[37:36] when they perceive them as charismatic
[37:38] they find them i'm not using the word in
[37:41] any um
[37:42] central manner but attractive in that
[37:44] there's something magnaminous about them
[37:47] there's something that they see that's
[37:49] positive
[37:50] they very often
[37:55] appreciate
[37:57] and then they
[37:58] duplicate
[38:00] they appreciate what they see
[38:02] and then they duplicate those actions
[38:04] and attitudes that they're seeing
[38:07] expressed
[38:09] this is a tremendous power that's
[38:10] overlooked by a lot of people
[38:13] and when they see you as a charismatic
[38:16] attractive highly functional leader and
[38:18] they want to and they appreciate that
[38:19] and they want to duplicate that they're
[38:21] going to be very
[38:22] likely to yield to things that you need
[38:25] them to do
[38:26] because of the referent power
[38:28] that you are
[38:30] holding over them
[38:32] all right finally in this subset is
[38:34] persuasive power
[38:36] persuasive power
[38:38] it's the last of these personal power
[38:40] types that we're going to talk about and
[38:41] it's the leader's ability to use logic
[38:44] and facts to persuade others
[38:47] to adopt their ideas or perspectives so
[38:49] it's it's their ability to use logic and
[38:51] facts to persuade others if that's
[38:53] that's that's a short definition if you
[38:55] want it but what they're persuading
[38:57] others to do is to adopt the leaders
[38:59] ideas or perspectives
[39:03] persuasive power
[39:05] is the leader's ability the manager's
[39:06] ability to use logic and facts
[39:09] to persuade others to adopt
[39:11] their ideas or perspectives
[39:16] now i'm going to talk to you about
[39:18] becoming more persuasive because i think
[39:21] you might notice that in this chart
[39:24] legitimate power and persuasive power
[39:26] probably the two things that most
[39:27] naturally stick out in your mind
[39:30] if i have a physician i have this
[39:32] positional power
[39:34] if i'm highly persuasive
[39:36] i have a good personal power i mean
[39:38] that's probably what we just naturally
[39:40] think so i want to spend a little time
[39:42] on
[39:43] becoming more persuasive in an
[39:44] appropriate fashion
[39:46] but let me just say here
[39:48] that it starts with you listening well
[39:55] it hinges on you being able to make good
[39:58] appeals
[40:04] and if you can learn to listen well and
[40:06] make good appeals based on what you're
[40:07] hearing i promise you if you don't get
[40:10] anything else out of the remainder of
[40:11] the lecture you you will become better
[40:14] at exercising persuasive power
[40:22] now before we go any further
[40:24] it's uh noteworthy
[40:27] for you to put in your notes that
[40:30] while leaders
[40:33] typically
[40:35] leaders typically
[40:35] have more than one of these types of
[40:37] power
[40:40] and they also use them at differing
[40:43] levels various levels
[40:45] so they're normally not just confined to
[40:47] one power they only have multiple powers
[40:50] and they may not use all their powers
[40:52] equally for example i mentioned the
[40:54] positional power of cursiveness they
[40:56] should use it infrequently
[40:59] they may find that they have tremendous
[41:01] power and persuasion and they use it
[41:03] very often
[41:05] so typically they have more than one
[41:08] power typically they use each of these
[41:10] powers
[41:12] at different levels
[41:15] the usage of these powers will be more
[41:17] effective if you recognize when
[41:20] and how they should be used
[41:22] you do not use all of these powers all
[41:25] the time
[41:26] you do not use all these powers all the
[41:28] time there's no need to there's too many
[41:30] options here and your people are too
[41:32] diverse and so there's no need to
[41:37] your power and especially personal
[41:39] powers
[41:41] will be greater
[41:43] if
[41:44] they're one important
[41:46] make sure what you're exercising is
[41:48] really important okay
[41:49] if anybody could could if anybody um
[41:54] could showcase that expertise it's not
[41:56] all that important
[41:57] but if you're the only person in the in
[41:59] the organization that has those
[42:00] expertise now that it's really important
[42:02] okay
[42:03] so these powers and especially personal
[42:05] powers need to be first important
[42:07] two
[42:08] you should exercise
[42:10] your power
[42:12] rarely um
[42:15] don't overdo it
[42:16] and make
[42:18] the use of the exercising of your power
[42:21] be something that when it's done
[42:23] it's noticed and somebody's oh okay yeah
[42:26] i see that
[42:27] whether they come right out or
[42:28] acknowledge it or maybe for example let
[42:30] me give you just a strange example is
[42:34] i was in
[42:36] i was a member of a task force here for
[42:38] the downtown westfield association
[42:41] and we were in a meeting
[42:42] they had a conference table set up
[42:46] various people sitting around
[42:48] and we had more people that day
[42:50] than we had conference
[42:52] chairs
[42:54] and so there was somebody sitting over
[42:55] here
[42:57] in sort of a a plush chair and he
[43:00] kind of had his foot kicked up he's
[43:02] actually kind of kicked back
[43:03] uh
[43:05] he kind of put me in mind of why
[43:07] somebody that had lived through the 60s
[43:09] he was just
[43:11] it's just sort of a
[43:13] kind of what what my mind pictures as a
[43:15] reformed hippie you know he just kind of
[43:16] happened about that
[43:18] and everybody's talking and they're
[43:20] saying thanks to the meetings going on
[43:21] this guy's not saying anything as a
[43:22] matter of fact i've forgotten that he's
[43:24] there
[43:26] finally something was said
[43:28] and he spoke up
[43:30] and when he spoke up everybody else went
[43:32] quiet
[43:34] and in the matter of about five minutes
[43:36] i understood this man
[43:39] carries tremendous personal power
[43:41] and he knows how to exercise his power
[43:43] he made sure what he was talking about
[43:45] was important
[43:46] and he knew something about it and he
[43:48] didn't waste it by just showing that all
[43:50] the time trying to exercise that power
[43:52] all the time he reserved it
[43:54] for the for the time he thought it would
[43:56] be most effective okay that's what we
[43:57] mean when i say important and rare
[43:59] and then it doesn't need and i made
[44:01] reference to this when i talked about
[44:03] important but it
[44:05] it's really
[44:07] it's really only a power if it can't be
[44:09] substituted with something else
[44:12] i mean if anybody can do it it can be
[44:13] done all the time
[44:15] then is it really much of a power at all
[44:17] it needs to be so it needs to be unique
[44:19] thirdly so that it can not be
[44:22] substituted for something else
[44:26] let's talk about the power the morality
[44:28] of power because some people see power
[44:30] is a good thing some people see power is
[44:32] a bad thing
[44:33] so let's talk about the morality of
[44:35] power i want to propose that power in
[44:38] and of itself
[44:39] is immoral it's it's neither good nor
[44:42] bad intrinsically
[44:45] the morality of power is dependent upon
[44:48] its
[44:48] usage and its intent
[44:51] its usage
[44:53] and its intent
[44:55] you may intend to do right
[44:58] and use your power in a
[45:00] inappropriate way that's a mistake but
[45:02] it's not an immoral thing that you did
[45:06] or you may use it in a perceivably
[45:08] appropriate way but your intentions are
[45:11] self-seeking
[45:12] and so really it is an immoral action
[45:15] and so
[45:16] let's understand that when we talk about
[45:18] power we're talking about uh something
[45:20] that can be either positive or negative
[45:23] now
[45:24] power is positive power is beneficial i
[45:27] should say
[45:29] but power can be abused
[45:31] and you need to add in your notes
[45:34] the power can be abused you need to be
[45:35] aware of that as aspiring leaders
[45:41] by definition the abuse of power
[45:44] is any type of power
[45:47] that demeans
[45:50] exploits
[45:51] or takes advantage of another
[45:54] abuse of power is any type of power that
[45:56] demeans
[45:58] exploits or takes advantage
[46:01] of another
[46:08] the most common examples of these would
[46:11] include
[46:12] bullying that's not something that only
[46:15] happens in the school yard among
[46:16] children it happens quite frequently
[46:19] in the workforce it's becoming an even
[46:21] more prevalent phenomenon
[46:24] and then sadly the second
[46:26] common example is
[46:28] harassment
[46:30] and typically sexual harassment
[46:33] that's what we hear so much about
[46:35] bullying which is a form of harassment
[46:36] itself so bullying bullying and sexual
[46:39] harassment
[46:43] and while these things are sad wherever
[46:45] we find them in the scope of leadership
[46:48] they are extremely heartbreaking in the
[46:50] scope of christian
[46:52] organizations and so you as leaders need
[46:55] to ensure
[46:57] that you're guarding from these things
[46:59] okay
[47:01] now
[47:02] i want to say something here
[47:06] if you see
[47:08] abuses of power whether they're bullying
[47:10] or sexual harassment or any other form
[47:12] anything that demeans exploits or takes
[47:14] advantage of another
[47:15] if you see someone abusing power
[47:19] i want to we all see that we say that's
[47:22] wrong that's sad we want justice for
[47:24] those that's been abused and we should
[47:25] but i want to keep our eyes for just a
[47:27] minute on the abuser
[47:30] because the abuse of power is a clear
[47:32] declaration
[47:34] that the one possessing the power
[47:36] doesn't know how to use it
[47:39] they don't know how to operate
[47:42] they're doing something because they
[47:44] think they should or think they can
[47:46] they don't understand
[47:47] how to effectively possess and
[47:50] communicate power
[47:55] is meant to be appropriately used
[47:58] power is meant to be appropriately used
[47:58] and power is meant to be appropriately
[48:01] shared
[48:02] power is meant to be appropriately used
[48:05] and power is meant to be appropriately
[48:08] shared
[48:09] you know what we call it when we share
[48:12] power when a leader a manager shares
[48:15] power especially with those that's under
[48:17] him or her we call that empowerment so
[48:20] let's talk about empowerment
[48:23] empowerment can be defined as the degree
[48:27] to which power is shared
[48:31] empowerment can be defined as
[48:34] can be defined as the degree to which
[48:36] power is shared
[48:38] and employees are
[48:40] authorized to make and implement
[48:42] decisions
[48:43] and employees
[48:45] are authorized to make and implement
[48:47] decisions that's a little bit long so
[48:48] i'll give it to you again empowerment
[48:50] can be defined
[48:52] as the degree to which power is shared
[48:56] and employees are authorized
[48:59] to make and implement
[49:01] decisions
[49:07] now this idea of empowerment
[49:09] can be held locally
[49:11] or holistically
[49:13] it can be something that's created and
[49:15] cultivated by the leader him or herself
[49:18] or it could be embedded in the
[49:20] organizational culture that you learned
[49:22] about last week
[49:26] empowerment requires two primary things
[49:31] empowerment requires two primary things
[49:33] the first is
[49:35] managers must allow employees
[49:38] to have a degree of power or control
[49:41] over their own work
[49:43] power a managers must allow employees to
[49:46] have a degree of power or control
[49:48] over their own work
[49:58] secondly
[50:00] managers must also provide training and
[50:03] resources
[50:05] for employees to act in an empowered way
[50:10] managers must provide training and
[50:11] resources
[50:13] for an employee to act
[50:15] or operate in an empowered way so if you
[50:18] say okay no problem
[50:20] uh i'm gonna let you guys uh
[50:23] i'm gonna let you guys run this uh
[50:25] section of the plan here and from from
[50:28] now on you're gonna handle all of the
[50:30] orders
[50:31] and you're gonna handle uh all the sales
[50:34] associated with this and then you just
[50:36] walk off and leave them and they don't
[50:37] know how they don't know where they buy
[50:38] from they don't have the money to get it
[50:40] well they're not empowered they're
[50:41] confused they're in a state of chaos and
[50:44] so managers have to learn to begin to
[50:46] give some of the power control that's
[50:47] been given unto them
[50:49] and then as they do they need to teach
[50:51] their people whether that be with
[50:53] resourcing them or training them or
[50:55] being a consultant with them whatever
[50:57] the case may be
[51:00] managers need to provide training
[51:02] resources
[51:03] training and resources
[51:06] to allow those employees to work
[51:09] in an empowered way
[51:16] all right we're moving along okay
[51:18] questions comments i do have a question
[51:20] like kind of back jacking a little
[51:22] mm-hmm
[51:23] so for
[51:24] refer power from it yeah yep yeah
[51:27] different so would that just be like a
[51:29] mindset though too
[51:32] you're talking about how they walked
[51:33] around you know a certain way if the
[51:35] employees would copy it for me that went
[51:37] to mindset if you have a good mindset at
[51:40] work you're most likely your employees
[51:42] will be down depressed
[51:45] well it certainly would include that
[51:46] because it it includes both actions and
[51:49] what you're talking about is attitude
[51:51] so
[51:52] that's a great example though
[51:54] this goes on
[51:56] a little further than that than just
[52:01] lifting morale but you're right in
[52:04] just lifting morale but you're right in
[52:04] in the example you give it's a good one
[52:05] if if i go around constantly
[52:09] down and discouraged and everything's
[52:11] bad
[52:13] the likelihood is that's going to have
[52:14] some type of impact on my
[52:16] people if i can go around thinking and
[52:20] honestly thank you we'll get to that in
[52:21] a minute we'll get to that because many
[52:23] people do think negatively but they act
[52:25] positively
[52:26] that creates a problem
[52:28] so if i can truly
[52:30] go around with the right attitude of
[52:31] course i believe
[52:33] like all of you guys i won't leave i
[52:35] won't leave this class to go into a
[52:36] systematic theology class but our our
[52:38] actions flow from our attitudes
[52:40] so if we're
[52:42] we're not thinking right we won't act
[52:43] right so if i could really start
[52:45] thinking positively and i can act
[52:47] possibly yes it's going to very likely
[52:49] they boost them around okay that that is
[52:51] a positive in and of itself
[52:54] that is a power in and of itself and
[52:56] it's being
[52:57] but referent power says that type of
[53:01] influence that type of impacting those
[53:03] that are looking to you
[53:05] they wouldn't look to you like that if
[53:06] they didn't think much about you
[53:08] if they thought you were
[53:10] a bad leader you didn't know what you
[53:12] were talking about you had no experience
[53:15] you have a bad ad they wouldn't
[53:17] you're not fair they wouldn't look at
[53:19] you like that
[53:21] so referent power is saying i am
[53:22] producing for my people
[53:25] a real organizational attractiveness
[53:28] i'm charismatic i'm knowledgeable i'm
[53:32] ready to go let's get this done i'm
[53:33] optimistic and yes they want to follow
[53:37] it
[53:37] great question
[53:38] anybody else
[53:44] all right let's talk very briefly about
[53:46] business ethics
[53:47] business ethics now those of you
[53:49] enrolled in
[53:50] the business administration degree will
[53:52] have a course uh specifically on this
[53:54] matter
[53:56] i don't think it's included in the
[53:58] organizational leadership
[54:00] degree but i i do want to mention it
[54:02] here okay
[54:03] so let me give you a definition at least
[54:06] sufficient for this class
[54:08] business ethics refers to the standards
[54:12] for morally right and wrong conduct or
[54:15] behavior in business
[54:18] business ethics
[54:19] refers to the standards
[54:21] of morally right
[54:23] and wrong conduct or behavior
[54:26] in business anybody need that one more
[54:28] time
[54:30] business ethics
[54:32] refers to the standards
[54:35] for morally right and wrong conduct or
[54:38] behavior
[54:40] in
[54:41] business
[54:46] now connected to business ethics and
[54:48] power types is the fact that one's
[54:50] reputation
[54:52] will have a bearing on your
[54:53] organizational power we've sort of
[54:55] spoken about that just a bit already
[54:57] and a good reputation can in and of
[54:59] itself become a power source
[55:02] a good reputation builds trust
[55:04] and it empowers the one that possesses
[55:06] it and you know enough already in this
[55:08] class
[55:09] 12 weeks in or wherever we are that you
[55:11] have uh
[55:13] if you don't have trust
[55:14] between you and your people
[55:16] you can't really leave them
[55:18] okay
[55:19] so a good reputation
[55:22] uh helps to
[55:24] encourage people
[55:25] it eliminates the
[55:28] idea that you're working
[55:30] inappropriately or you're
[55:33] in this leadership
[55:35] uh power and in this leadership position
[55:38] and you're trying to fulfill some
[55:40] personal agenda okay it's getting back
[55:43] to
[55:44] mcclellan's uh discovery that most
[55:46] people are becoming power hungry and
[55:48] power driven a good reputation will help
[55:50] to say no that's not you that's not it's
[55:52] not
[55:53] even if you even if you seem to do some
[55:55] of those things that
[55:57] the power hungry people do because of
[55:58] your effectiveness because don't forget
[56:01] if they if they have that high drive but
[56:03] they have a high restraint they can
[56:05] actually be quite effective and people
[56:06] are like wow i like that leader
[56:09] well you might not really if you knew
[56:10] them but they're being effective we want
[56:12] to go beyond that we want to do it
[56:14] correctly
[56:15] and so the way we'll do it is to develop
[56:18] in many ways the way we'll do it is to
[56:20] develop appropriate reputation
[56:24] all right so
[56:26] when we talk about uh having this
[56:28] reputation and exerting this power i've
[56:30] already mentioned we're talking about
[56:32] influence right leadership is influence
[56:36] so let's talk about the process of
[56:39] influencing or the influence process
[56:41] okay because if leadership is influence
[56:43] we're going to lead or we're going to
[56:45] exert these powers as we lead then what
[56:47] we're really trying to do here is we're
[56:48] trying to figure out what's the process
[56:50] i go through
[56:52] to carry these powers out okay
[56:56] so remember the leadership is influence
[56:58] and the process of influencing others
[57:01] is really the process of exerting
[57:03] certain powers over them
[57:06] that you might effectively excuse me
[57:08] that you might positively affect the
[57:10] behavior so when we say that leadership
[57:13] is influence
[57:15] what we're saying then is if i'm going
[57:17] to lead you i'm going to enter into a
[57:19] process of influence
[57:21] and that process of influence can be
[57:22] seen especially a lot of tonight's
[57:24] lecture
[57:25] as
[57:26] this process of exerting power
[57:29] how do i do that correctly how do i do
[57:31] that in such a way that it positively
[57:33] impacts the behavior of others
[57:36] so
[57:37] in this subset of organizational
[57:39] behavior
[57:40] we begin to talk about things such as
[57:43] influence tactics
[57:45] influence
[57:46] tactics
[57:47] let me give you a definition
[57:50] influence tactics
[57:52] is the way in which one
[57:54] translates
[57:57] power
[58:00] to others
[58:03] to increase the likelihood
[58:07] that they will respond favorably to
[58:10] petitions or requests i know that's long
[58:12] but
[58:13] these are the details i need you to pick
[58:15] up so influence tactics
[58:18] is the way
[58:20] in which one
[58:22] translates
[58:24] power
[58:28] to increase the likelihood i'm dropping
[58:30] all the words i think i might be able to
[58:33] to increase the likelihood
[58:36] that they will respond favorably
[58:42] all right
[58:44] influence tactics is the way one
[58:46] translates power to increase the
[58:48] likelihood that others will respond
[58:50] favorably and when i say respond
[58:52] favorably i mean to petitions or
[58:54] requests but if you're trying to shorten
[58:56] your notes
[58:57] maybe that would help you some
[59:00] influence tactics should consider the
[59:02] person or persons that you're targeting
[59:07] influence if you're going to carry about
[59:09] good influence tactics before we even
[59:10] talk about what some of those tactics
[59:12] are
[59:13] you need to make sure you're considering
[59:15] who it is you're targeting all right
[59:18] secondly you need to you need to
[59:20] determine what will motivate them so
[59:22] what are the necessary motivators
[59:24] for that person or those persons
[59:26] secondly
[59:30] and thirdly you should honestly
[59:32] assess
[59:34] what powers do i have
[59:36] what powers do i have working backwards
[59:39] now what powers do i have to motivate
[59:41] this person
[59:44] so influence tactics should consider the
[59:46] person or persons being targeted
[59:48] what motivators are necessary and the
[59:50] powers that you as a leader possess
[59:53] this will ensure that you
[59:56] use the proper influence tactics and you
[59:59] do it in the most effective way
[01:00:04] i'll just deposit here that the
[01:00:05] interpersonal relationship that exists
[01:00:08] between the employer and the employee or
[01:00:11] the manager and the subordinate
[01:00:14] will
[01:00:16] really
[01:00:17] have direct bearing on your influence
[01:00:19] tactics
[01:00:20] if you know them really well and you
[01:00:23] have really deep-rooted relationship
[01:00:25] you'll probably approach them
[01:00:26] differently than somebody's just got
[01:00:27] assigned to your department
[01:00:32] it's noteworthy also
[01:00:35] that influence tactics are typically not
[01:00:38] immediately successful
[01:00:41] i wish so much
[01:00:44] that i could uh go into
[01:00:48] a meeting and say
[01:00:50] let's do this one time and it just got
[01:00:52] done everybody loved it i wish that
[01:00:54] would work
[01:00:55] i wish i could go to a donor and say i'd
[01:00:57] like to see you give x thousand dollars
[01:00:59] to your mom college academy one time and
[01:01:00] they said i'd love to do that glad you
[01:01:02] asked me
[01:01:04] but typically that's not the way it
[01:01:05] works it takes repetition okay
[01:01:08] so
[01:01:11] it's also noteworthy
[01:01:14] that it doesn't happen immediately it's
[01:01:16] also noteworthy that
[01:01:18] resistance
[01:01:20] will likely happen
[01:01:22] when you start trying to exert power
[01:01:24] remember you're trying to
[01:01:26] bring about a behavior an action or an
[01:01:29] attitude from an employee that they
[01:01:30] otherwise wouldn't just naturally
[01:01:31] produce
[01:01:34] because if they naturally produced it
[01:01:35] you wouldn't have to exert the power
[01:01:36] they'd be doing it okay so because
[01:01:38] you're asking for change
[01:01:41] guess what you're going to be met with
[01:01:42] resistance it's just the way it works
[01:01:47] resistance should be expected
[01:01:50] and it should be converted
[01:01:52] but it must be combated in the proper
[01:01:55] fashion okay so here are three things
[01:01:58] that will help you to combat
[01:02:00] resistance
[01:02:02] as you're
[01:02:03] repeating yourself trying again and
[01:02:05] again to
[01:02:07] bring about this influence and exercise
[01:02:09] these particular tactics that we'll talk
[01:02:11] about
[01:02:13] number one as i've already said you need
[01:02:15] to repeat the tactic
[01:02:17] repetition of the very same tactic
[01:02:19] sometimes is all it takes just do the
[01:02:20] same thing again
[01:02:23] secondly try a stronger form
[01:02:26] particularly of rational persuasion
[01:02:29] sometimes if people don't like your idea
[01:02:30] what they need is they need a better
[01:02:32] stronger rational explanation or
[01:02:35] argumentation for that okay
[01:02:38] thirdly if those things don't work use
[01:02:40] softer tactics
[01:02:42] use softer tactics
[01:02:44] whether that's
[01:02:45] personal appeals
[01:02:47] inspirational appeals
[01:02:49] whether that's some type of
[01:02:51] collaboration or consultation just be a
[01:02:53] little softer okay
[01:02:56] so
[01:02:57] the first thing is to repeat the tactic
[01:02:59] the second thing is to offer a stronger
[01:03:02] tactic such as a stronger form of
[01:03:04] rational persuasion the third
[01:03:07] thing that you can do to combat this
[01:03:09] resistance is to attempt some softer
[01:03:12] approach offer a softer tactic
[01:03:14] and that as i said could be personal
[01:03:16] inspirational please
[01:03:17] or it could be just further
[01:03:19] collaboration or consultation
[01:03:23] a higher cultural intelligence that's a
[01:03:26] new phrase for you cultural intelligence
[01:03:30] will enhance your ability here
[01:03:32] and i'm not going to talk much about
[01:03:34] cultural intelligence right now but i am
[01:03:35] going to just simply let me see if i can
[01:03:37] put together a definition for you
[01:03:40] culture intelligence
[01:03:43] is
[01:03:45] the comprehension or comprehension or
[01:03:47] understanding of your organization's
[01:03:49] culture
[01:03:51] if you really understand your
[01:03:53] organization's culture
[01:03:55] that you learned about last week
[01:03:56] then we would say you have a high
[01:03:59] cultural intelligence
[01:04:02] when you do it just helps you understand
[01:04:04] how things work and how you can get
[01:04:05] people working it will help you
[01:04:08] in this
[01:04:09] act of influencing others
[01:04:11] persuading others
[01:04:19] because persuasion causes people to do
[01:04:21] things that they weren't going to do
[01:04:22] otherwise
[01:04:24] but if they're truly persuaded they're
[01:04:26] going to do something they weren't going
[01:04:27] to do otherwise and now they want to do
[01:04:28] it they've been persuaded this is i'm
[01:04:30] going to do this yeah that's a good idea
[01:04:33] what we have found is
[01:04:35] they do whatever that is much more
[01:04:37] effectively
[01:04:38] than someone that just is ordered to do
[01:04:40] it and does it simply because
[01:04:43] someone has exercised legitimate
[01:04:45] authority over them
[01:04:50] everybody holding up okay
[01:04:53] all right let's talk about change
[01:04:56] i've already mentioned
[01:04:58] the reason we need to be
[01:05:00] exercising influence the reason we need
[01:05:02] to be persuasive
[01:05:04] is because we we're trying to change
[01:05:06] something
[01:05:07] that isn't as we'd like for it to be
[01:05:11] so most people
[01:05:12] as you might be aware are hesitant to
[01:05:15] embrace change
[01:05:17] so persuasion
[01:05:20] becomes a primary power or tool
[01:05:24] to help you dissolve that insulation
[01:05:30] now if you're going to be effective in
[01:05:32] your attempts to persuade others
[01:05:35] one thing you're gonna have to work on
[01:05:36] is preparation
[01:05:38] preparation too many people try to
[01:05:40] persuade others to do something and
[01:05:42] they're not adequately prepared
[01:05:45] to attempt that persuasion okay so you
[01:05:48] need to prepare
[01:05:52] preparation for that persuasion okay i'm
[01:05:55] going to prepare then i'm going to
[01:05:56] prepare to attempt to persuade john to
[01:05:59] do what it is that i need him to do here
[01:06:02] that preparation should include at least
[01:06:04] three things at least three things
[01:06:06] that preparation should include include
[01:06:09] first the crafting of a compelling
[01:06:10] argument
[01:06:12] you need to have a good argument you
[01:06:13] need to have a good sale
[01:06:15] sales pitch here
[01:06:17] the crafting of a compelling argument
[01:06:22] number two
[01:06:24] it should possess
[01:06:27] let me set this way it should
[01:06:29] include the
[01:06:30] presentation of
[01:06:32] supporting evidence
[01:06:34] you've got a compelling argument
[01:06:36] and now you're presenting supporting
[01:06:38] evidence that says this argument is
[01:06:40] correct
[01:06:46] and then third
[01:06:48] try to connect it to the recipient
[01:06:51] emotionally not just logically but
[01:06:53] emotionally
[01:06:56] you say well that seems strange well i
[01:06:58] love to tell this story so let me plug
[01:06:59] it in here
[01:07:01] i'd preach revival meeting
[01:07:04] in a state not too far from here and god
[01:07:06] had really helped
[01:07:08] and uh
[01:07:09] that morning
[01:07:11] sunday morning we had great service i
[01:07:13] thought we had a great service
[01:07:15] and it felt like the lord had helped me
[01:07:16] to preach
[01:07:18] and i
[01:07:19] preached my heart out
[01:07:21] we praised god and shouted whatever
[01:07:24] brother humble was there
[01:07:26] brother richard humble
[01:07:28] and uh
[01:07:29] these guys are too young to know him i'm
[01:07:31] sure but brother richard humble was
[01:07:32] quite a preacher
[01:07:33] and we had a dinner afterwards and he
[01:07:35] called me over and he said uh brother
[01:07:37] buckler i don't think we'd ever
[01:07:39] personally met
[01:07:40] he said brother come here sit with me
[01:07:42] so i went over and sat down with this
[01:07:44] aged preacher
[01:07:45] everybody else on the way over there
[01:07:47] great job good job luckily
[01:07:49] done good brother
[01:07:50] thank you thank the lord thank you thank
[01:07:52] you
[01:07:54] i sat down at the table we talked just a
[01:07:56] minute and we're just eating we're just
[01:07:58] talking
[01:07:59] and brother humble says son
[01:08:02] you're not always going to be able to
[01:08:03] muscle your way into the presence of god
[01:08:05] like that
[01:08:09] i said yes sir
[01:08:11] he says i want to give you some advice
[01:08:12] now before you need it i said okay
[01:08:15] he said
[01:08:17] take him by the heart
[01:08:19] and bring him to tears
[01:08:20] if you take your people by the heart and
[01:08:22] you bring them to tears you have them
[01:08:26] now that is good for preaching
[01:08:28] but it's also applicable here
[01:08:30] because persuasion
[01:08:32] needs to be something more than just a
[01:08:34] compelling argument
[01:08:35] it needs to be something more than just
[01:08:37] the presentation of supporting evidence
[01:08:40] people could see what you're saying and
[01:08:41] understand it they can see evidence that
[01:08:43] supports what you're saying but they
[01:08:44] just don't really know why they could be
[01:08:46] indifferent about the matter but if you
[01:08:48] touch them emotionally if you connected
[01:08:50] emotionally with the recipient all of a
[01:08:52] sudden they're like that's right we need
[01:08:53] yes we do need to do that
[01:08:55] and it it can be tremendously effective
[01:08:59] and it's a major part of the preparation
[01:09:02] so i'm going to give you uh as quickly
[01:09:05] as i can we need to begin wrapping this
[01:09:07] up
[01:09:08] and i am rushing a bit i will
[01:09:10] acknowledge because as you know
[01:09:12] i omitted a week and so we need to take
[01:09:15] some of these uh doubled up times
[01:09:18] uh and i also get altered the class a
[01:09:21] bit for the midterm week and so we need
[01:09:23] to take some of these doubled lectures
[01:09:25] and reduce them to one so we did that
[01:09:27] last week and i'm trying to do it again
[01:09:28] this week and keep us on course
[01:09:31] so let me give you seven
[01:09:36] recommendations
[01:09:37] to increase your own
[01:09:40] persuasive skills
[01:09:42] to make you more persuasive
[01:09:44] seven recommendations
[01:09:47] to make someone more persuasive or to
[01:09:49] increase your own persuasive skills
[01:09:51] whatever whatever you want to call it
[01:09:54] okay
[01:09:56] and i just i'm going to give you some
[01:09:58] data about them but just as long as you
[01:09:59] get them jotted down that's the main
[01:10:01] thing number one build credibility
[01:10:04] build
[01:10:05] credibility
[01:10:06] by increasing credibility
[01:10:09] we can be more persuasive our skill sets
[01:10:12] gets better
[01:10:13] people
[01:10:14] know that we people are more aware that
[01:10:16] we know what we're doing uh we can also
[01:10:19] in this in this building credibility we
[01:10:21] can uh begin not only increasing and
[01:10:24] enhancing skill sets but we can begin to
[01:10:25] do a little networking inside the
[01:10:27] organization and what you're doing is
[01:10:29] you're becoming more credible in the
[01:10:30] eyes of your peers and your employers so
[01:10:32] number one build credibility number two
[01:10:35] avoid
[01:10:36] hard sales
[01:10:38] you know what i mean when i say a hard
[01:10:39] sale if you come initially and you're
[01:10:42] trying too hard to sell this thing
[01:10:45] you give people something to resist
[01:10:46] something to come back soften it up a
[01:10:48] little bit don't start with the hard
[01:10:50] sell you have to get to a hard sell at
[01:10:52] some point but don't start there number
[01:10:54] two avoid the hard sell number three
[01:10:56] compromise learn to compromise
[01:10:58] every situation is different every
[01:11:00] individual is different look for ways
[01:11:03] that you can compromise
[01:11:05] with your employee or your group of
[01:11:07] employees to accomplish the general goal
[01:11:09] you want to do but in a way that gives a
[01:11:11] little bit to them okay number three is
[01:11:13] compromise
[01:11:15] number four
[01:11:16] be sure to communicate clearly
[01:11:19] communicate your positions clearly
[01:11:23] you've got to have sufficient
[01:11:24] argumentation to support whatever it is
[01:11:26] you're proposing to do
[01:11:28] okay
[01:11:29] however let me balance this and let me
[01:11:31] give you the other side of the coin
[01:11:32] don't cause them to drink from the fire
[01:11:35] hydrant like you have sometimes in this
[01:11:37] course
[01:11:38] don't give them so much information
[01:11:41] that they're overwhelmed by it and they
[01:11:44] think oh okay
[01:11:47] i don't know what you want to do
[01:11:49] number five
[01:11:51] make an emotional connection i just
[01:11:52] spoke about that but i'm going to say
[01:11:54] that's a way you can get better learn to
[01:11:56] make most emotional connections don't
[01:11:58] just rely merely on logic and
[01:12:00] argumentation look for emotional
[01:12:02] attachment
[01:12:04] number six
[01:12:06] permit feedback let them give data back
[01:12:09] to you who knows they may enhance the
[01:12:11] idea they may enhance the request
[01:12:15] and then seventh and finally be patient
[01:12:17] as i've already stated it typically
[01:12:19] doesn't happen the first time
[01:12:21] and so even though you're in a place of
[01:12:23] power
[01:12:24] i i'm thinking of here at union bible
[01:12:26] college and uh one of our subsets a very
[01:12:29] important subset of a subset of our
[01:12:31] organization i remember the first time i
[01:12:33] gave them
[01:12:35] a request
[01:12:38] it was an order but it wasn't presented
[01:12:40] as such because it would have been a
[01:12:42] hard sell so i gave them a request
[01:12:44] still it was flatly refused
[01:12:48] well that wasn't going to be an option
[01:12:49] but
[01:12:51] here this very important substance
[01:12:53] flatly refused and so what do i do well
[01:12:57] i had to learn a little patience i had
[01:12:58] to exercise a little patience and
[01:13:00] talking to some
[01:13:02] um
[01:13:04] people that have mentored and helped
[01:13:06] that's exactly what they said be patient
[01:13:08] try it again soften it up go back and of
[01:13:11] course it ended up working out
[01:13:13] wonderfully and better because as they
[01:13:14] begin to give feedback they actually
[01:13:16] created something better than what was
[01:13:18] initially
[01:13:19] imposed
[01:13:20] proposed
[01:13:21] okay
[01:13:22] now
[01:13:24] we've been talking about influence as it
[01:13:26] comes down as it descends from the
[01:13:29] manager or leader but i want you to know
[01:13:31] that it doesn't have to just go down it
[01:13:33] can go up okay
[01:13:35] you can influence and you can exert
[01:13:38] power
[01:13:40] over people above you
[01:13:42] and this is a good thing for employees
[01:13:44] to learn so while this class is
[01:13:46] primarily talking to the to the leader
[01:13:48] into the manager the aspiring leader and
[01:13:49] aspiring manager all of us are also
[01:13:51] going to be employees to someone very
[01:13:53] likely and so how do we move upward
[01:13:56] right
[01:13:57] so i'm just going to give you the list
[01:13:59] and i'll give a very quick definition
[01:14:01] but if you can at least get the list
[01:14:03] down
[01:14:04] you can study more on your own
[01:14:08] all right
[01:14:09] six common uh
[01:14:12] let's see first of all we call this when
[01:14:14] we're talking about employees
[01:14:16] influencing employers or subordinates
[01:14:20] influencing managers we call this upward
[01:14:23] influence
[01:14:24] upward influence okay
[01:14:26] so here's six
[01:14:28] common upward influence tactics okay
[01:14:31] upward influence tactics
[01:14:34] number one
[01:14:38] ingratiation let me spell it for you i
[01:14:40] am
[01:14:42] g r
[01:14:44] a t
[01:14:46] i a
[01:14:48] t i o n
[01:14:51] okay
[01:14:52] when we talk about ingrediation we're
[01:14:54] talking about using politeness we're
[01:14:55] talking about being humble we're talking
[01:14:57] about
[01:14:58] i mean we could be talking about
[01:14:59] flattery we should be talking about
[01:15:01] flattering the christian context but
[01:15:02] that would be included in this
[01:15:04] uh it's whatever you do to better the
[01:15:08] mood of your supervisor okay number two
[01:15:11] exchange exchange
[01:15:13] you can simply work out a little trade a
[01:15:15] little transaction
[01:15:17] certain
[01:15:18] favor or reward for greater compliance
[01:15:21] in this area
[01:15:22] you're motivating
[01:15:24] yourself
[01:15:25] you're becoming the negotiator
[01:15:27] and you're motivating yourself to do
[01:15:29] this okay number three
[01:15:32] rationality
[01:15:34] rationality
[01:15:35] logic reason planning to convince the
[01:15:38] supervisor they're not the only people
[01:15:40] that can give a rational argument you
[01:15:42] can do the same thing too
[01:15:44] number four assertiveness
[01:15:46] assertiveness
[01:15:48] now this is a form of upward influence
[01:15:51] it does include aggression
[01:15:54] nagging
[01:15:55] verbal confrontation okay and it has
[01:15:58] worked
[01:15:59] i better say it can easily backfire
[01:16:02] and it can have negative consequences
[01:16:04] but it is at least understood to be one
[01:16:06] means
[01:16:07] of exercising upward influence
[01:16:11] assertiveness a s s e r
[01:16:14] t i
[01:16:16] v e
[01:16:17] n e s
[01:16:19] s assertiveness
[01:16:21] number five coalition formation
[01:16:25] coalition formation
[01:16:26] you can join forces with others in the
[01:16:28] organization
[01:16:30] and create a coalition or you can
[01:16:32] um
[01:16:34] you can get uh a united front somehow
[01:16:38] formed against an ibm or foreign idea
[01:16:41] okay
[01:16:42] coalition formation number five
[01:16:44] final one number six is upward appeals
[01:16:48] upward appeals
[01:16:50] this includes appealing to those that
[01:16:52] above you in the organization for
[01:16:54] assistance or intervention
[01:16:56] you can ask them for help
[01:16:57] maybe you've made some contacts maybe
[01:16:59] you've been a good employee for them and
[01:17:01] now you're dealing with this issue and
[01:17:03] so you can feel up early or maybe your
[01:17:05] manager
[01:17:06] is
[01:17:07] new and doesn't
[01:17:10] see things like you do and you think
[01:17:11] it's detrimental and you've built
[01:17:13] relationship above them and so you're
[01:17:15] able to go and say i just want you can
[01:17:17] you do anything here to help resolve the
[01:17:20] situation again be careful not all these
[01:17:22] things can just be
[01:17:23] flippantly used okay but these are the
[01:17:26] six common upward influence tactics that
[01:17:29] employees can use to
[01:17:30] influence
[01:17:32] their employers or their supervisors
[01:17:35] now
[01:17:37] i want you to add this in your notes
[01:17:40] these six
[01:17:42] influence tactics can be used in
[01:17:44] isolation
[01:17:46] but more often than not they're combined
[01:17:48] with others
[01:17:51] they can be used alone in other words
[01:17:52] you can just use one of these but most
[01:17:54] times
[01:17:56] people combine them
[01:17:57] and when you combine
[01:18:00] these
[01:18:01] upward influence tactics
[01:18:04] they create what we now refer to as
[01:18:07] common upward influence styles
[01:18:11] upward influence styles
[01:18:13] let me get a let me give a definition
[01:18:15] for that upward influence styles
[01:18:19] are combinations
[01:18:20] of upward influence tactics
[01:18:23] that tend to be used together
[01:18:26] upward influence styles are combinations
[01:18:28] of upward influence tactics
[01:18:31] that tend to be used together
[01:18:35] one more time
[01:18:37] upward
[01:18:38] influence styles
[01:18:41] are combinations
[01:18:43] of upward influence tactics those six
[01:18:45] i'm just giving you
[01:18:46] that tend
[01:18:47] to be used together okay
[01:18:51] i want to give you the most common four
[01:18:54] and again i i
[01:18:56] i want these in your notes even if you
[01:18:58] don't get great definitions of each
[01:19:00] first upward influence style that we see
[01:19:02] people using is called the shotgun style
[01:19:05] the shotgun style
[01:19:07] this style uses the most influence it
[01:19:09] possibly can
[01:19:12] it uh emphasizes things like
[01:19:14] assertiveness and bargaining so it just
[01:19:17] tries to influence
[01:19:18] as best it can uses any influence it can
[01:19:21] to try to be more assertive and to
[01:19:23] create some sense of bargaining
[01:19:29] all right number two
[01:19:30] tactician
[01:19:33] t-a-c-t-t-a-c-t i c
[01:19:36] i a n
[01:19:37] t a c t i c i n this style uses an
[01:19:41] average amount of influence but it
[01:19:43] places its emphasis primarily on reason
[01:19:46] so the influence is a bit less the
[01:19:48] amount of influence that's been used
[01:19:50] okay but the emphasis is being focused
[01:19:52] more in on reason
[01:19:55] number four
[01:19:56] the bystander style the bystander style
[01:20:01] this style
[01:20:03] uses the least amount of influence when
[01:20:05] it comes to supervisors supervisors
[01:20:08] and
[01:20:09] many times it's an approach that is
[01:20:11] perceived as oh that person is
[01:20:13] disengaged or
[01:20:15] they're unbiased or they don't care but
[01:20:17] actually it's a strategy that's being
[01:20:19] used
[01:20:21] to help move something along
[01:20:23] likely if it's going in the direction
[01:20:25] that they think it ought to be going
[01:20:29] all right
[01:20:31] number four
[01:20:33] is ingradiator ingradiator
[01:20:36] ing
[01:20:38] r-a-t
[01:20:40] i-a-t-o-r
[01:20:45] r i-n-g
[01:20:45] t
[01:20:47] i a t o r
[01:20:50] this ingradiator style focuses on
[01:20:54] let's say a friendliness strategy okay
[01:20:57] it uses other types of influence that
[01:20:58] were mentioned above but it approaches
[01:21:00] it on a real personal basis okay these
[01:21:02] are the most formal four most common
[01:21:05] upward influence styles that we find
[01:21:08] shotgun
[01:21:09] tactician bystander and gradator and
[01:21:12] this is a combination of those upward
[01:21:16] influence tactics that we mentioned just
[01:21:18] a moment ago
[01:21:23] now
[01:21:24] i know we're running just a little bit
[01:21:26] long
[01:21:27] i think we're just about there
[01:21:29] i am trying to cram in
[01:21:31] two lessons into one and i'm reducing
[01:21:34] all that i can for you uh i want you to
[01:21:38] i want you to get these points that are
[01:21:40] that are most important okay
[01:21:42] so let's talk politics here as we get
[01:21:44] ready to close
[01:21:47] let's talk organizational politics so
[01:21:50] here's the definition you need it
[01:21:51] organizational politics
[01:21:54] refers to the attempts to influence
[01:21:56] those
[01:21:58] that can provide rewards
[01:22:01] for the purpose of benefiting the
[01:22:03] influencer
[01:22:06] organizational politics refers to
[01:22:08] attempts to influence
[01:22:11] those that can provide rewards
[01:22:14] for the purpose
[01:22:15] of benefiting
[01:22:17] the influencer
[01:22:19] anybody need it one more time
[01:22:21] organizational politics refers to
[01:22:25] attempts to influence those
[01:22:28] that can provide rewards
[01:22:31] for the purpose of benefiting
[01:22:34] the influencer let me put that in common
[01:22:37] vernacular for you organizational
[01:22:39] politics is when you're self-seeking
[01:22:42] and you're wanting to
[01:22:44] get the reward just for yourself and so
[01:22:45] you're going to try to influence those
[01:22:46] folks okay now
[01:22:49] i got to say several things about this
[01:22:50] first of all i need to tell you that
[01:22:52] organizational politics
[01:22:53] are unavoidable
[01:22:55] yes
[01:22:56] even at a bible college yes
[01:22:58] even in your denomination yes even at
[01:23:00] your christian school whatever
[01:23:02] to some degree organizational politics
[01:23:05] are unavoidable we want to minimize them
[01:23:09] but they're to some degree unavoidable
[01:23:11] why because we're human beings and
[01:23:12] outside of the grace of god we're
[01:23:14] completely
[01:23:15] self-self-consumed and even with god's
[01:23:18] grace we can still be a little selfish
[01:23:19] sometimes if we're not careful and so we
[01:23:21] have to have the holy spirit constantly
[01:23:23] helping us with that okay
[01:23:25] now
[01:23:26] it's also noteworthy that at some point
[01:23:28] and to some degree all employees will be
[01:23:31] political in this way
[01:23:34] at some point and to some degree we all
[01:23:36] will be a little self-serving sometimes
[01:23:39] now you say wait a minute wait a minute
[01:23:40] we are christian employees and we're in
[01:23:42] christian lawyers we're not going to be
[01:23:43] but here's the thing
[01:23:44] if it's minimal
[01:23:46] and it's rare
[01:23:48] we typically see it as permissible
[01:23:52] if it's blatant and often and major we
[01:23:55] say wait a minute that person's
[01:23:56] inappropriate
[01:23:57] sometimes we can seek things that will
[01:23:59] be beneficial to us and it's not
[01:24:03] necessarily misaligned even though it is
[01:24:05] somewhat self-rewarding okay
[01:24:08] and if that's happens occasionally we
[01:24:10] would probably assess it as leaders and
[01:24:12] say oh well that's that's justifiable
[01:24:14] what they're doing there okay maybe a
[01:24:16] little political in nature technically
[01:24:18] but it's justifiable
[01:24:19] however it happens much then it becomes
[01:24:21] a problem right so i just i just want
[01:24:23] you to realize that it happens
[01:24:25] to some degree
[01:24:28] your perception perceptions about this
[01:24:29] is probably dependent on
[01:24:31] how you have historically dealt with
[01:24:36] politics within an organization if
[01:24:38] you've seen people play politics
[01:24:40] in a group and it's been positive for
[01:24:42] you you probably
[01:24:43] yeah that's good we ought to do let's do
[01:24:45] like we did back in
[01:24:47] 2015. that was great that was
[01:24:49] if it was negative you're like oh i hate
[01:24:51] to see politics in the workforce because
[01:24:55] it's depending on what we think about it
[01:24:57] okay
[01:24:59] now
[01:25:01] some cultures
[01:25:04] flatly
[01:25:06] discourage politics
[01:25:08] christian culture should
[01:25:10] discourage
[01:25:12] organizational politics or that type of
[01:25:14] mindset okay
[01:25:16] others however encourage it
[01:25:19] some people encourage it they find that
[01:25:21] that
[01:25:22] competitive jockeying type of thing
[01:25:25] to to be
[01:25:27] very uh
[01:25:29] positive
[01:25:30] all right
[01:25:34] eugene mckenna
[01:25:35] again that that is a m c capital k e n n
[01:25:39] a eugene mckenna
[01:25:42] who is author of
[01:25:44] business psychology and organizational
[01:25:46] behavior
[01:25:49] identified the following as common
[01:25:50] political uh tactics
[01:25:53] common political tactics again i'll tell
[01:25:55] you what they are i just want you to get
[01:25:57] the list all right
[01:25:58] we have uh eight of them very quickly
[01:26:01] controlling information number one
[01:26:02] controlling information you say but
[01:26:04] that's the power that's right but it can
[01:26:06] be abused we can retr we can restrict
[01:26:08] certain people from receiving certain
[01:26:09] things and that can become a political
[01:26:11] tactic controlling information number
[01:26:13] one
[01:26:14] in the same way controlling
[01:26:15] communication number two again these can
[01:26:18] be legitimate powers but they also can
[01:26:20] become political tactics if we're not
[01:26:22] careful
[01:26:23] number three controlling the agenda
[01:26:26] we're gonna make sure only certain
[01:26:27] topics get on the agendas only certain
[01:26:29] topics get addressed and talked about
[01:26:30] there's a type there's a time and place
[01:26:32] where that's somewhat appropriate
[01:26:34] that's the reason i say really politics
[01:26:35] are kind of unavoidable but it's it's
[01:26:37] are they rare are they frequent
[01:26:40] uh how are we dealing with these are
[01:26:42] they justifiable
[01:26:44] is there any reasoning behind that okay
[01:26:45] number four
[01:26:46] game playing
[01:26:48] game playing we're talking about there
[01:26:50] is leaking information or uh we're going
[01:26:53] to do a survey but i'm only going to
[01:26:54] survey the people that i know is going
[01:26:56] to answer positively or negatively okay
[01:26:59] that's game plan
[01:27:00] number five image building
[01:27:03] image building
[01:27:06] now
[01:27:07] that means to only
[01:27:09] show what you want to see
[01:27:12] i'm going to be honest
[01:27:14] i put the best spin on anything i can
[01:27:16] but they would call people that do that
[01:27:18] inappropriately a spin doctor and a spin
[01:27:21] doctor would be guilty of image building
[01:27:23] and so i think there's some reality here
[01:27:25] whether we want to say no there's no
[01:27:26] politics in christian organization i
[01:27:28] don't think that's true
[01:27:30] but
[01:27:31] but we need to be aware of it and we
[01:27:33] need to make sure that it's not
[01:27:34] inappropriate and make sure that it's
[01:27:35] not self-seeking that it's really for
[01:27:38] the organization for example to put the
[01:27:40] best spin on it um
[01:27:43] or to put your best foot forward
[01:27:45] or to be on your best behavior
[01:27:47] right i think you should do that right
[01:27:49] but if
[01:27:50] we put out something that's that's not
[01:27:53] true
[01:27:54] a falsehood then we've crossed a line
[01:27:57] number six building coalitions we've
[01:27:59] already told you that's a power that's a
[01:28:01] means of upward influence nothing wrong
[01:28:03] with that but it can become political in
[01:28:05] nature
[01:28:06] if you begin to get allies to go this
[01:28:08] way and whatever
[01:28:10] number seven
[01:28:11] controlling decision parameters
[01:28:14] controlling decision parameters
[01:28:17] so basically you're trying to influence
[01:28:19] the decisions before they're made
[01:28:21] you're trying to try to set certain
[01:28:23] parameters up so you can ultimately have
[01:28:24] control of the decisions before they're
[01:28:26] actually made controlling decision
[01:28:28] parameters and then number eight
[01:28:30] eliminating rivals
[01:28:32] eliminating rivals whether that's
[01:28:33] getting them bumped getting them fired
[01:28:35] or getting them promoted
[01:28:37] just getting them out of your area so
[01:28:38] that you are to deal with them okay so
[01:28:40] let me give you those eight political
[01:28:42] tactics that's identified by author
[01:28:44] eugene mckenna number one controlling
[01:28:46] information number two controlling
[01:28:48] communication number three controlling
[01:28:50] the agenda four game playing number five
[01:28:54] image building number six building
[01:28:56] coalitions number seven controlling
[01:28:59] decision parameters and number eight
[01:29:01] eliminating
[01:29:02] rivals
[01:29:07] now
[01:29:08] we're not promoting
[01:29:09] political behavior
[01:29:11] but they often do in the study of power
[01:29:13] and influence within organizational
[01:29:15] leadership that's the reason i'm so
[01:29:16] thrilled to be teaching this class
[01:29:19] at this institution from a christian
[01:29:20] worldview
[01:29:22] if they were teaching it elsewhere they
[01:29:23] may tell you if you want to exercise
[01:29:26] these type of tactics well then you need
[01:29:28] high political skill
[01:29:30] i don't think you need high political
[01:29:32] skill but i will at least define it for
[01:29:34] you so you know what it is that they're
[01:29:35] talking about when you hear or read
[01:29:37] others political skills talking about
[01:29:39] your
[01:29:39] interpersonal ability
[01:29:41] your social astuteness
[01:29:44] uh
[01:29:46] your ability to to
[01:29:47] display
[01:29:49] a perceived respect for others
[01:29:51] you've seen a politician walk in the
[01:29:53] room
[01:29:54] you know they've got interpersonal
[01:29:55] skills
[01:29:57] uh they they've got social studies they
[01:30:00] talk to you for two minutes and you
[01:30:01] think and you think they think you're
[01:30:02] the best thing that ever showed up here
[01:30:04] yeah that's a that's a political skill
[01:30:09] now
[01:30:12] you said why if we're not political in
[01:30:14] nature and that's not the that's not the
[01:30:16] right philosophy why do you even bring
[01:30:17] it up well i brought it up because it's
[01:30:19] good for us to know some common causes
[01:30:22] of organizational politics okay here's
[01:30:24] four just write them down conflict
[01:30:27] at every
[01:30:29] organizational
[01:30:30] um
[01:30:31] every time you find organizational
[01:30:33] politics i promise you'll find conflict
[01:30:34] at the core of it okay number two
[01:30:37] uncertainty
[01:30:39] when when employees are uncertain about
[01:30:41] what they're supposed to do what you
[01:30:43] expect out of them what they'll receive
[01:30:44] for it
[01:30:45] uh
[01:30:46] what their future holds
[01:30:49] when they're uncertain it can really
[01:30:51] lead to the exercising of some
[01:30:52] organizational politics
[01:30:54] scarcity
[01:30:56] scarcity s-c-a-r-c-i-t-y
[01:31:02] when resources are
[01:31:05] s-c-a-r-c-i-t-y when resources are
[01:31:05] limited when when people think oh no
[01:31:08] we've got all this work that needs to be
[01:31:09] done we only got 10 000 dollars to work
[01:31:11] on it with we need it in our department
[01:31:13] i didn't do my area scarcity can drive
[01:31:15] people to be political
[01:31:18] insufficient policies and procedures
[01:31:20] number four
[01:31:22] if you don't have good policies and
[01:31:23] procedures in place your policies and
[01:31:25] procedures can actually become a
[01:31:27] catalyst
[01:31:28] for politics within your organization
[01:31:31] conflict number one uncertainty number
[01:31:33] two scarcity number three and
[01:31:35] insufficient policies
[01:31:37] and procedures procedures
[01:31:40] now
[01:31:42] talk to you about three more things and
[01:31:43] i promise to quit
[01:31:45] i want to talk to you about image
[01:31:48] image is the way you think you're
[01:31:50] perceived by others
[01:31:52] the way you want to be perceived by
[01:31:54] others
[01:31:55] okay
[01:31:57] if it truly is your image it's the way
[01:31:58] you are received perceive others okay
[01:32:02] some people care a lot about this some
[01:32:04] people don't care much at all
[01:32:06] a good leader should have an appropriate
[01:32:08] concern
[01:32:09] about
[01:32:10] self-image
[01:32:12] so
[01:32:14] that brings us to the discussion of a
[01:32:16] term self-monitoring
[01:32:18] that's a hyphenated term self-monitoring
[01:32:22] self-monitoring refers to how
[01:32:24] highly concerned
[01:32:26] we are and typically when you see this
[01:32:28] term
[01:32:29] it is someone with a high concern okay
[01:32:31] so typically when you see if it says
[01:32:33] that jim is a very self-monitored person
[01:32:36] or jim uh spent much of his time in
[01:32:38] self-monitoring it's indicative that he
[01:32:41] has a high concern
[01:32:44] about what others perceive him to be
[01:32:47] okay
[01:32:48] so much so
[01:32:49] that he may adjust
[01:32:52] certain behavioral patterns
[01:32:54] to ensure that they
[01:32:56] have the right image of him okay
[01:33:00] when he starts making adjustments
[01:33:05] to get people to think of him in a
[01:33:07] different way what he perceives to be a
[01:33:09] positive way
[01:33:12] one form of this is called impression
[01:33:15] management
[01:33:16] impression management
[01:33:19] and i'm going to give you a definition
[01:33:21] here impression management
[01:33:23] is the process
[01:33:27] of portraying a desired image or
[01:33:29] attitude
[01:33:33] impression management is the process of
[01:33:35] portraying a desired image or attitude
[01:33:39] in an attempt to control the impression
[01:33:42] others have of you
[01:33:43] or to dictate the image others have of
[01:33:46] you okay
[01:33:49] now again we're all going to do this to
[01:33:51] some degree we all want to be self-aware
[01:33:54] so we have to do some degree of
[01:33:55] self-monitoring
[01:33:57] and we all want people to perceive us
[01:33:59] appropriately so we're going to do some
[01:34:02] some image management okay
[01:34:04] but impression management is
[01:34:07] associated with
[01:34:09] highly self-monitoring people
[01:34:11] who want to
[01:34:14] be perceived as this so they portray
[01:34:18] certain behaviors all right here's
[01:34:20] here's what i want you to know about
[01:34:21] impression management
[01:34:23] many times
[01:34:24] the image is not accurate
[01:34:28] and when you present a false image of
[01:34:30] yourself
[01:34:31] it can backfire and prove very
[01:34:34] detrimental
[01:34:36] because trust is lost and leadership
[01:34:39] demands trust
[01:34:42] highly self high self monitors are
[01:34:44] deeply concerned with the perception
[01:34:45] others have of them they'll make
[01:34:47] adjustments to alter that perception
[01:34:50] while low monitors are much less
[01:34:52] concerned with the position with the
[01:34:53] perception of others and they're more
[01:34:55] likely to act in a very authentic and
[01:34:58] consistent way however i'm going to
[01:35:00] argue
[01:35:01] that while we don't want to be a high
[01:35:03] monitoring person that's willing to go
[01:35:05] through some type of
[01:35:07] some type of impression management and
[01:35:09] create some falsehood we should not be
[01:35:11] so low
[01:35:12] monitored that we just said well i am
[01:35:14] what i am and you'll live with it we
[01:35:16] should live consistently we should stay
[01:35:18] authentic
[01:35:19] but we need to recognize there has to be
[01:35:21] some balance we need to recognize that
[01:35:24] we need to present ourselves
[01:35:26] appropriately okay
[01:35:28] so
[01:35:30] the leader
[01:35:32] should
[01:35:33] put their best foot forward
[01:35:35] the leader should
[01:35:37] be on their best behavior
[01:35:39] but if i could say it very simply in
[01:35:42] sort of colloquial terms
[01:35:44] it better be your foot you put forward
[01:35:46] and it better be genuine behavior
[01:35:49] that you're showcasing
[01:35:51] the leaders should be aware of creating
[01:35:53] these falsehoods and not only in
[01:35:56] themselves but they should look for it
[01:35:57] in those they lead
[01:36:00] because it will help you
[01:36:01] to deal with issues that are
[01:36:04] that are either lying under the surface
[01:36:06] or will soon come to the surface
[01:36:10] all right you have been a good class for
[01:36:13] a compacted evening
[01:36:15] but this is our lecture on power and
[01:36:18] influence within the conflicts
[01:36:20] of organizational behavior
[01:36:23] those of you that watched
[01:36:26] this online or going through later feel
[01:36:28] free to go back to the material again
[01:36:30] students here if you find
[01:36:32] some deficiency in your notes reach out
[01:36:34] to me i want to help you
[01:36:36] and because of where we are
[01:36:38] i believe i've got to look back i've
[01:36:40] been in a whirlwind that's not an excuse
[01:36:42] it's just it's a reality i've been in a
[01:36:43] whirlwind racing from one thing to
[01:36:45] another i think we're going to end this
[01:36:48] course at 15 weeks i think that's what
[01:36:50] the schedule is going to demand that's
[01:36:51] perfectly fine it just means we've we'll
[01:36:53] have to have a couple moments like this
[01:36:55] but that's perfectly fine
[01:36:58] and that will that will keep us ending
[01:36:59] at the very same date that was
[01:37:01] established at the beginning of the
[01:37:02] semester and so i do want to give
[01:37:04] adequate time for you to prepare for
[01:37:07] final exams so we will give you more
[01:37:10] details about that as we move through
[01:37:11] remember
[01:37:13] as a means of trying to partially make
[01:37:15] up for my
[01:37:16] disruption to this course i have waived
[01:37:20] any and all
[01:37:22] late penalties for any assignment before
[01:37:25] the midterm
[01:37:27] so if you have assignments that you did
[01:37:29] not complete that would do before the
[01:37:30] midterm if you get them in i will not
[01:37:33] count any uh late penalty for them now
[01:37:36] beyond the midterm it's the same way
[01:37:38] you're losing five percent each week so
[01:37:40] if you have any late you best work your
[01:37:42] way back first and get those caught up
[01:37:45] all right
[01:37:46] any questions before we close
[01:37:49] comments
[01:37:51] all right thank you all so very much see
[01:37:52] you next week