Leslie in as administrative manager with a number of exciting new ideas about how to change organizational procedures and run the company more efficiently. However, she soon ran into opposition from company leadership, who insisted that she stick with policies adopted several decades earlier. This indicates a low degree of ________, which limits Leslie's ability to influence others.
- power
- visibility
- centrality
- discretion
- substitutability
Discretion is the degree to which managers have the right to make decisions on their own. If managers are forced to follow organizational policies and rules, their ability to influence others is reduced.
Discretion: The degree to which managers have the right to make decisions on their own.
How aware others are of a leader's power and position is a function of
- skill.
- visibility.
- centrality.
- discretion.
- substitutability.
Visibility is how aware others are of a leader's power and position. If everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be high.
Visibility: How aware others are of a leader and the resources that leader can provide.
The staff at company headquarters seemed to have a problem with motivation, so the organization's leadership brought in Herb Sewell, one of the most prominent motivational experts in the industry. Herb had what sounded at first like a lot of crazy ideas, but as it turned out, there was method to his madness, and after a week of doing his strange-sounding, sometimes downright comical team-building exercises, the staff had a renewed level of excitement and commitment. This happened in part because the company leadership gave Herb a high degree of ________ in doing his job.
- visibility
- centrality
- discretion
- ingratiation
- substitutability
Discretion is the degree to which managers have the right to make decisions on their own. If managers are forced to follow organizational policies and rules, their ability to influence others is reduced.
Discretion: The degree to which managers have the right to make decisions on their own.
Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others. These leaders are exhibiting the contingency factor called
- visibility.
- centrality.
- discretion.
- ingratiation.
- substitutability
Centrality represents how important a person's job is and how many people depend on that person to accomplish their tasks. Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others.
Centrality: How important a person’s job is and how many people depend on that person to accomplish their tasks.
Discretion is the degree to which
- a person's job has an impact on others.
- others are aware a leader's power and position.
- people have alternatives in accessing resources.
- managers have the right to make decisions on their own.
- favors, compliments, and friendly behavior can influence a situation.
Discretion is the degree to which managers have the right to make decisions on their own. If managers are forced to follow organizational policies and rules, their ability to influence others is reduced.
Discretion: The degree to which managers have the right to make decisions on their own.
Josh is a technological expert whose work with advanced broadband systems has made him one of the most high-profile figures at Takemodo Telecommunications, one of the world's leading technology companies. With his picture on the cover of magazines and his name popping up in blogs all over the Internet, Josh has a high degree of ________, which gives him influence over others.
- charisma
- visibility
- centrality
- discretion
- substitutability
Visibility is how aware others are of a leader's power and position. If everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be high.
Visibility: How aware others are of a leader and the resources that leader can provide.
When management brought Julie in to run the creative department, they told her that, within reason, she could reorganize and direct its operations as she saw fit. This illustrates the ________ contingency of power.
- power
- visibility
- centrality
- discretion
- substitutability
Discretion is the degree to which managers have the right to make decisions on their own. If managers are forced to follow organizational policies and rules, their ability to influence others is reduced.
How important a person's job is and how many people depend on that person to accomplish their tasks is represented by
- power.
- visibility.
- centrality.
- discretion.
- substitutability.
Centrality represents how important a person's job is and how many people depend on that person to accomplish their tasks. Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others.
Centrality: How important a person’s job is and how many people depend on that person to accomplish their tasks.
From time to time, leaders need to resist the influence of other leaders or higher-ups to do what is best for their own unit.
In addition to influencing others, power can be seen as the ability to resist the influence attempts of others. Sometimes, leaders need to resist the influence of other leaders or higher-ups to do what's best for their own unit.
Influence: The use of behaviors to cause behavioral or attitudinal changes in others.
Power and influence have a ________ effect on job performance and organizational commitment.
- moderate negative
- moderate positive
- strong negative
- strong positive
- weak positive
Power and influence have a moderate positive effect on performance. When used effectively, they can increase engagement and compliance, which facilitates task performance. Power and influence can have a moderate positive effect on commitment. The use of personal forms of power, such as expert and referent, is associated with increased affective commitment.
Job Performance: Employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals.
The three types of organizational power are ________ power.
- expert, reward, and referent
- expert, reward, and coercive
- legitimate, expert, and referent
- legitimate, expert, and coercive
- legitimate, reward, and coercive
The three types of organizational power derive primarily from a person's position within the organization. These types of power are considered more formal in nature. Legitimate power derives from a position of authority inside the organization and is sometimes referred to as "formal authority." Reward power exists when someone has control over the resources or rewards another person wants. Coercive power exists when a person has control over punishments in an organization.
Power: The ability to influence the behavior of others and resist unwanted influence in return.
Major types of power can be grouped along two dimensions:
- inner and outer.
- social and personal.
- organizational and political.
- organizational and personal.
- professional and organizational.
Power in organizations can come from a number of different sources. There are five major types of power that can be grouped along two dimensions: organizational power and personal power.
Organizational Design: The process of creating, selecting, or changing the structure of an organization.
________ is the ability to influence the behavior of others and to resist unwanted influence in return.
- Force
- Power
- Centrality
- Leadership
- Ingratiation
Power can be defined as the ability to influence the behavior of others and resist unwanted influence in return. Just because a person has the ability to influence others does not mean he or she will actually choose to do so. In many organizations, the most powerful employees don't even realize how influential they could be.
Power: The ability to influence the behavior of others and resist unwanted influence in return.
Power and influence can have a moderate positive effect on organizational commitment.
Power and influence can have a moderate positive effect on commitment. The use of personal forms of power, such as expert and referent, is associated with increased affective commitment.
Organizational Commitment: An employee’s desire to remain a member of an organization.
It is impossible for a person to possess all of the forms of power at the same time.
It is possible for a person to possess all of the forms of power at the same time. In fact, the most powerful leaders have bases of power that include all five dimensions-namely, legitimate, reward, coercive, expert, and referent powers.
Power: The ability to influence the behavior of others and resist unwanted influence in return.
If a person works alone and performs tasks that nobody sees, even when he or she has high levels of expert and referent power, that person's ability to influence others is greatly reduced.
A person can have high levels of expert and referent power, but if he or she works alone and performs tasks that nobody sees, the ability to influence others is greatly reduced.
Referent Power: A form of organizational power based on the attractiveness and charisma of the leader.
Legitimate, reward, and coercive power are derived primarily from a person's position within the organization.
The three types of organizational power derive primarily from a person's position within the organization. Legitimate power derives from a position of authority inside the organization and is sometimes referred to as "formal authority." Reward power exists when someone has control over the resources or rewards another person wants. Coercive power exists when a person has control over punishments in an organization.
Coercive Power: A form of organizational power based on the ability to hand out punishment.