(5)Influencing Tactics:

Rational Persuasion
 Inspirational Appeal
 Consultation
 Ingratiation
 Personal Appeal
 Exchange
 Coalition
 Legitimization
 Pressure
(6)Common Organizational Political Behaviors
Networking: Is the process of developing relationships for the purpose of socializing and politicking
Reciprocity: Involves creating obligations and developing alliances, and using them to accomplish
objectives
Building Coalitions: It’s a political tactic when developing coalitions is to use cooptation (Getting a
person whose support is needed to join a coalition)
To develop Political Skills Learn the organizational culture and power players; develop good working
relationships especially with your manager; be a loyal, honest team player; gain recognition.
(7) Networking is more successful than all other methods combined for finding employment. It is also
used for developing a business, job satisfaction, enhanced performance, salary, power, promotions.
The Networking process: Perform a self assesmnet and set goals; Create your one-minute self-sell;
Develop your networking interviews; maintain your network.
(8) Negotiation is a process in which two or more parties are in conflict working to reach an agreement.
Negotiation is a core competency in life. It is common in job searches, labor relations, sales.
Negotiation is often a zero-sum game; one party’s gain is the other party’s loss; Sell your ideas to
convince the other party to give you what you want; Try to work toward a win-win result; All parties
should believe they got a good deal.
The Negotiation Process: Negotiations
 Develop rapport
 Focus on obstacles, not the person
 Let the other party make the first offer
 Listen
 Ask questions
 Don’t give in too quickly
 Ask for something in return
The Negotiation Process: Postponement
 When you are not getting what you want, you may try to create urgency
 When the other party becomes resistant, remember that a hard sell will not work
 If the other party is creating urgency, be sure it is really urgent – Don’t be pressured into making a
deal you may regret later
 If you do want to postpone, give the 1other party a specific time you will get back to them
The Negotiation Process: Agreement & No Agreement
Agreement
 Get it in writing
 Quit selling
 Start working on a personal relationship
No Agreement
 Accept that agreement isn’t possible
 Learn from the failure
 Analyze and plan for the next time
Chapter 5: Contingency Leadership Theories
(1)Contingency Leadership Theories attempt to explain the appropriate leadership style based on the
leader, followers, and situation. It supposes that a leader’s effectiveness is contingent
(დამოკიდებულია, განისაზღვრება) on whether or not their leadership style suits those three variables
(leader, followers, and situation).
*In models discussed below, we have a certain pattern here: for each model we have followers, leader,
situation and leadership style. After we discuss 3 variable (followers, leader, situation) we come up with
appropriate leadership style.
(2) Leadership Continuum Model is used to determine which one of seven styles to select, based on
one’s use of boss-centered versus subordinate-centered leadership, to meet the situation (boss,
subordinates, situation/time) in order to maximize performance
(3)Leadership Continuum Model Variables: Boss
The leader’s personality and behavioral preferred style is considered in selecting a leadership style. Is
based on:
 Experience
 Expectation
 Values
 Background
 Knowledge
 Feeling of security
 Confidence in the subordinate
(4)Leadership Continuum Model Variables: Subordinates
The followers’ preferred style for the leader is based on:
 Personality
 Behavior
(5)Leadership Continuum Model Variables: Situation
The environmental considerations are considered in selecting a leadership style
This variable includes the organization’s size, structure, climate, goals, technology.
Upper-level managers also influence leadership styles.
The time available is another consideration; Participative decisions