TERM PAPER

SUBMITTED TO
Md. Solaiman Chowdhury
Associate Professor
Department of Management
Studies
University of Rajshahi

SUBMITTED BY
A F Ataur Rafee
Roll Number 2110034103
26th Batch
Department of Management Studies
University of Rajshahi
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Table of Contents
Emotions and Moods ........................................................................................................2
Introduction............................................................................................................................ 2
Definition ................................................................................................................................ 2
The Basic Emotions ................................................................................................................ 4
The Basic Moods..................................................................................................................... 5
Sources of Emotions and Moods ............................................................................................. 5
The Impact of Emotional Labour ........................................................................................... 6
Motivation ........................................................................................................................7
Introduction............................................................................................................................ 7
Definition ................................................................................................................................ 7
Theories of Motivation ............................................................................................................ 7
Organizational Change and Stress Management .............................................................12
Introduction.......................................................................................................................... 12
Definition .............................................................................................................................. 12
Forces for Changes ............................................................................................................... 12
Resistance to Changes ........................................................................................................... 13
Overcoming Resistance to Change ........................................................................................ 14
Influence, Power and Leadership....................................................................................17
Influence ............................................................................................................................... 17
Definition .....................................................................................................................................................17
The Concept of Power Tactics ...................................................................................................................17
Power.................................................................................................................................... 17
Definition .....................................................................................................................................................17
Sources of Power.........................................................................................................................................18
Leadership ............................................................................................................................ 19
Introduction ................................................................................................................................................19
Definition .....................................................................................................................................................20
Types of Leadership ...................................................................................................................................20
Differences Between Leader and Manager ..............................................................................................20
Goleman’s Four Leadership Traits ..........................................................................................................21
Classical Approaches to Leadership .........................................................................................................21

Table 1 Forces for Changes ..................................................................................................... 12

Table 2 Sources for Resistance to Change ............................................................................... 14

Figure 1 Affect, Emotions, and Moods ...................................................................................... 3

Figure 2 Cascading Model of Emotional Intelligence ................................................................ 6
Figure 3 Maslow's hierarchy of Needs ....................................................................................... 8

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Emotions and Moods

Introduction
Emotions is a very important part of the way people behave at work. Emotions is important to
the behaviour for people at work because it affects their way of thinking in different ways.
Even though emotions have a very important role, the field of Organizational Behaviour gave
very little importance to it, but things have changed now. Until very recently, emotions were
given importance in the field of organizational behaviour. There are two reasons for which
emotions were give such importance. First of all, it is seen that in a well-run organization the
employees cannot express different types of emotions such as frustration, fear, anger, love,
hate, joy, grief, or similar feelings. They are thought to be the antithesis of rationality. The
protocol of the work world kept a damper on emotions. Researcher knew that, emotions are an
inseparable part of life, but wanted to create organizations that were emotion-free, and we know
this is impossible. Second of all, many believed emotions of any kind were disruptive.
Researcher looked at strong negative emotions such as anger, that interfered with an
employee’s ability to work efficiently and effectively. The researched rarely viewed emotions
as constructive or contributing to enhanced performance.
It is true that, some emotions, if exhibited in the wrong time, can hinder performance. But it is
true that, every day when the employee comes to work, they bring their emotions with them.
So, we need to consider the role of emotions at work.
Definition
In order to define emotions, first of all, we need define the three terms that are closely
intertwined with the discussion. Affect, Emotions, and Moods.
Affect is a generic term that covers a broad range of feelings people experience. This may
include both emotions and moods.
Emotions on the other hand, is the intense feelings directed at someone or something.
And, lastly, moods are less intense feelings than emotions and often arise without specific event
acting as a stimulus.
While it seems emotions and moods are similar there is few distinctions between them. Most
experts believe that emotions are more fleeting than mood. For example, if someone is rude to
another person, the person may feel angry for a while, but they will soon be gone. This intense
feeling probably comes and goes fairly quickly, maybe even within seconds. On the other hand,
when someone is in a bad mood, they can feel bad for several hours even days.

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Emotions are reactions to a person or an event 1. People show emotions when they are happy
about something, angry at someone, or afraid of something. Mood, on the other hand, aren’t
usually directed at a person or event. It is worth mentioning that, emotions can turn into moods
when someone lose focus on the event or object, that started the feeling.
On the other hand, now, it is seen that good or bad mood can make someone more emotional
in response to an event. So, when a colleague is criticizing how someone did a work, that person
might show emotion (anger) towards a specific object (the colleague). But when the specific
emotion dissipates, one might generally feel dispirited. We can show the relationship among
affect, emotion and moods in the following illustration.

Affect
Defined as a broad range of feelings that peole
experience. Can be experienced in the form of
emotions and moods.

Emotions
Moods
Caused by specific event.
Cause is often general and unclear.
Very brief in duration.
Last longer than emotions.
Specific and numerous un nature.
More general dimensions.
Usually accompanied by distinct facial expression.
Generally not indicated by distinct expression.
Action oriented in nature.
Cognitive in nature.

Figure 1 Affect, Emotions, and Moods

From the figure above, we can see that, affect is a broad term that encompasses emotions and
moods. Then there are some differences between emotions and moods. Some of these
differences, emotions are more likely to be caused by a specific event, and emotions are more
fleeting than moods have already been discussed. Other differences are subtler. For example,
unlike moods, emotions like anger and disgust tend to be more clearly revealed by facial
expression. At the same time, some researchers speculate that emotions may be more action-
based, they may lead us o some immediate action, on the contrary moods may be more
cognitive2. Finally, from the figure above we can see that, emotions and moods are closely
connected and can influence each other. Getting a dream job may generate the emotion of joy,

1 Seeing a friend at work may make feel glad or dealing with a rude client may make someone feel frustrated.
2 They may cause us to think or brood for a while.

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which can out you in a good mood for several days. At the same time, when someone is in
good or bad mood, people may experience a more intense positive or negative emotion than
otherwise.
Affect, emotions, and moods are generally separable in theory, but in practicality the distinction
isn’t always crystal clear.
The Basic Emotions
There are dozens of emotions that human feel at some point of their life. The emotions include
anger, contempt, enthusiasm, envy, fear, frustration, disappointment, embarrassment, disgust,
happiness, the hope, jealousy, joy, love, pride, surprise, and sadness. Many researchers have
tries to limit them to a fundamental set. But simultaneously, many argues that it makes no sense
to think in terms of “basic” emotions. The reason behind that is, there are some emotions that
we rarely experience, like ‘shock’ can have powerful effect on us. René Descartes 3 identified
six “simple and primitive passions”. These are –
1. Wonder.
2. Love.
3. Hatred.
4. Desire.
5. Joy.
6. Sadness.
Psychologists have tried to identify basic emotions by studying facial expressions. One
problem is that some emotions are too complex to be easily represented on human faces.
Cultures have norms that govern emotional expression, so the way we experience an emotion
isn’t always the same as the way we show it.
It is unlikely psychologists or philosophers will ever completely agree on a set of basic
emotions, or even on whether there is such a thing. Still many researchers agree on six
essentially universal emotions – Anger, Fear, Sadness, Happiness, Disgust, and Surprise.
Some even plot them along a continuum – happiness, surprise, fear, sadness, anger, disgust.
The closer two emotions are to each other on this continuum, the more likely people will
confuse. We sometimes confuse between happiness and surprise, but we rarely confuse
between happiness and disgust.

3 Often called the founder of modern philosophy.

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The Basic Moods

When we group emotions into positive and negative categories, they become mood states
because we are now looking at them more generally instead of isolating one particular emotion.
Excited is a pure marker of high positive affect, while boredom is a pure marker of low negative
affect. On the other hand, some emotions, such as, contentment (a mixture of high positive
affect and low negative affect) and sadness (a mixture of low positive affect and high negative
affect) are in between.
So, we can think positive affect as a mood dimension consisting of positive emotions such as
excitement, self-assurance, and cheerfulness at the high end, and boredom, sluggishness, and
tiredness are at the low end. Negative affect is a mood dimension consisting of nervousness,
stress, and anxiety at the high end, and relaxation, tranquillity, and poise at the low end.

Sources of Emotions and Moods

There are few sources of emotions. These are as follows:
• Personality: Moods and emotions have a trail component. This affects the people on the
basis of the people experiencing their emotions.
• Time of Day: There is a common pattern for all of us. People generally is happier in the
midpoint of the daily awake period.
• Day of the Week: People are generally happy towards the end of the week.
• Weather: Many people believe their mood is tied to the weather. However, a fairly large
and detailed body of evidence conducted by multiple researchers suggests weather has
little effect on mood. Illusory correlation explains why people tend to think nice
weather improves their mood. It occurs when people associate two events that in reality
have no connection.
• Stress: Stress is another important factor affecting the emotions and mood. It is seen
that even low level of constant stress can worsen moods.
• Social Activities: Physical informal and dining activities increase positive moods.
• Sleep: Poor sleep quality affects the negative moods and emotions more.
• Exercise: It is seen in researches that exercise somewhat improve mood especially for
depressed people.
• Age: Older people tend to focus on more positive stimuli than younger adults.
• Sex: Women tend to be more emotionally expressive. They feel emotions more
intensely. At the same time, they have longer lasting moods and express emotions more
frequently than men.

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The Impact of Emotional Labour

The impact of emotional labour on the employee is as follows:
• Emotional Dissonance: Inconsistencies between the emotions people feel and the
emotions they project.
• Emotional Labour: An employee’s expression of desired emotions by the organization
during interpersonal transactions at work.
Emotional Intelligence
Emotional intelligence is the person’s ability to perceive emotions in the self and others,
understanding the meaning of these emotions, and regulate one’s emotions accordingly in a
cascading model.
The Cascading Model of Emotional Intelligence is as follows:

Perceive Emotions
Conscientiousness
in self and others

Understnad the
Cognitive Ability meaning of
emotions

Emotional Stablity Regulate emotions

Figure 2 Cascading Model of Emotional Intelligence

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Motivation
Introduction
One of the most often studied subjects in OB is motivation. One cause, according to a recent
Gallup survey, is that most American workers (54 percent) are not actively engaged in their
jobs, and another portion (17 percent) are actively disengaged. Another study found that,
excluding lunch and scheduled breaks, employees waste about two hours every day (usually
Internet surfing and talking with co-workers). 3 Undoubtedly, motivation is a problem. The
good news is that all of this study offers helpful suggestions for how to make it better.

Definition
Motivation is the process that account for an individual’s intensity, direction, and persistence
of efforts towards attaining a goal. In the organizational setup, motivation is the intensity,
direction and persistence of efforts towards attaining the goals set by the organization.
In our definition, persistence, direction, and intensity are the three crucial components. How a
person attempts is indicated by their intensity. When we discuss motivation, most of us tend to
concentrate on one aspect. However, unless the effort is directed in a way that is advantageous
to the organization, high intensity is unlikely to result in beneficial job-performance outcomes.
As a result, we take both the effort's quality and intensity into account. We should be looking
for effort that is consistent with and oriented toward the organization's goals. Finally,
persistence is a characteristic of motivation. This gauges a person's capacity for sustained work.
Motivated people persevere through a task until they reach their objective.

Theories of Motivation
There are couple of theories of motivation. Some of the noteworthy theories are:
 Hierarchy of Need Theory.
 Motivation Maintenance Model (Two Factor Theory)
These theories are discussed below.
 Hierarchy of Need Theory
The Maslow Hierarchy of Needs is the most well-known theory of motivation. Maslow
postulated that each person has a hierarchy of five wants that are met in the following
order:
1. Physiological: This is the lower need on Maslow’s hierarchy needs. Includes
hunger, thirst, shelter, sex, and other bodily needs. This need is generally id-driven
needs.

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2. Safety: Next among the lower-level needs is safety. Safety needs include protection
from violence and theft, emotional stability and well-being, health security, and
financial security.
3. Social: The final of the so-called lower requirements, social needs are on the third
level of Maslow's hierarchy and have to do with interpersonal relationships.
4. Esteem: This is the higher-level needs.
5. Self-actualization: Growth, achieving our potential, and self-fulfilment are all parts
of the drive to become what we are capable of being are included in this level.

Self
Actualization

Esteem

Social

Safety

Physiological

Figure 3 Maslow's hierarchy of Needs

If there is a hierarchy, it fits with American culture. Security demands would come first in
countries with high levels of uncertainty avoidance, including Japan, Greece, and Mexico.
Social needs would come first in Denmark, Sweden, Norway, the Netherlands, and Finland,
nations that score well on nurturing traits. Employee motivation for group work will increase
in nations with high nurturing indices. Maslow's hypothesis has gained widespread acceptance,
especially among active managers. It makes obvious sense and is simple to comprehend. When
it was first proposed, it offered a convincing counterargument to behaviorist theories that
prioritized mainly physiological and safety concerns. Unfortunately, scientific evidence does
not support it. Maslow offered no empirical proof for his theory, and numerous research that
looked to validate it found no evidence to back it up. There is minimal proof that needs are
arranged as Maslow suggested, that unmet needs inspire behaviour, or that moving past one

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level of requirements activates moving to another. However, it seems that old beliefs,
especially those that are intuitively obvious, endure.
 Motivation Maintenance Model (Two Factor Theory)
Frederick Herzberg, a psychologist, wondered, "What do individuals desire from their
jobs?" because he thought that a person's relationship to work was fundamental and that
attitude toward work may influence success or failure. He requested participants to
provide in-depth descriptions of instances in which they felt particularly positive or
negative about their professions. Hertzberg developed his two-factor theory, often
known as the motivation-hygiene theory, in reaction to the vastly different responses.
Job happiness appears to be influenced by internal characteristics including
performance, acknowledgment, growth, and responsibility. In contrast to unsatisfied
respondents, who tended to blame extrinsic variables including supervision,
compensation, corporate regulations, and working conditions, positive respondents
tended to assign these issues to themselves. According to Hertzberg, contrary to what
was often thought, dissatisfaction is not the inverse of satisfaction. Even when
unsatisfactory aspects of a work are eliminated, the job may still not be gratifying.
Herzberg postulated a dual continuum, where "satisfaction" has an antithesis of "no
satisfaction," and "discontent" has an antithesis of "no dissatisfaction." Herzberg
contends that the elements that contribute to job happiness are separate from those that
contribute to job dissatisfaction. Therefore, managers who want to get rid of potential
sources of job unhappiness may bring about peace but may not necessarily inspire
employees. They won't be inspiring their employees; they'll be appeasing them. As a
result, Herzberg classified elements including income, corporate policies, the physical
environment of the workplace, interpersonal connections, and job security as hygiene
factors.
The motivation factors in Herzberg Motivation Model are as follows:
1. Achievement: A job must give an employee a sense of achievement. This will
provide a proud feeling of having done something difficult but worthwhile.
2. Recognition: A job must provide an employee with praise and recognition of their
successes. This recognition should come from both their superiors and their peers.
3. The Work Itself: The job itself must be interesting, varies, and provide enough of a
challenge to keep employees motivated.
4. Responsibility: Employees should ‘own’ their work. They should hold themselves
responsible for this completion and not feel as though they are being micromanaged.

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5. Advancement: Promotion opportunities should exist for employees.

6. Growth: The job should give employees the opportunity to learn new skills. This
can happen either on the job or through more formal training.
Hygiene factor include:
1. Company Policies: These should be fair and clear to every employee. They must
also be equivalent to those of competitors.
2. Supervision: Supervision must be fair and appropriate. The employee should be
given as much autonomy as is reasonable.
3. Relationships: There should be no tolerance for bullying or cliques. A healthy,
amiable, and appropriate relationship should exist between peers, superiors, and
subordinates.
4. Working conditions: Equipment and the working environment should be safe, fir
for purpose, and hygienic.
5. Salary: The pay structure should be fair and reasonable. It should also be
competitive with other organization in the same industry.
6. Security: It is important that employees feel that their job is secure and they are not
under the constant threat of being laid-off.
7. Status: The organization should maintain the statis of all employees within the
organization. Performing meaningful work can provide a sense of status.
There are many critics of the two-factor theory, which has not been adequately
supported in the literature. Among the criticisms are the following:
1) Due to its reliance on self-reports, Herzberg's methodology has some
drawbacks. When something goes well, individuals are prone to taking the
credit. On the other hand, they attribute failure to the external environment.
2) There are concerns about the validity of Herzberg's methodology. Raters must
make interpretations; therefore, they could taint the results by treating one
response one way while interpreting another that is similar to it another.
3) There was no use of an overall satisfaction index. A person may not appreciate
all aspects of a work, yet nonetheless find the position to be largely acceptable.
4) Herzberg only examined satisfaction, but he made the assumption that there was
a connection between contentment and production. We must assume a high
correlation between contentment and production in order to make his research
applicable.

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Despite the objections, Herzberg's theory has been widely studied and its
recommendations are known to most managers.

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Organizational Change and Stress Management

Introduction
No business is currently operating in a stable environment. Even market leaders sometimes
need to undergo significant change. Apple has had success with its iPad, but as more companies
enter the tablet computer industry, it is likely that Apple will need to update and innovate
frequently to stay ahead of the competition.
Definition
Changes involves making something different. When changes in an intentional, goal-oriented
activity it is planned change. There are two goals for planned changes One is to improve the
ability of the organization to adapt to changes in its environment, and other is to change
employee behaviour.
Forces for Changes
Force Examples
Nature of the workforce More cultural diversity, Aging Population, Increased immigration
and outsourcing.
Technology Faster, cheaper, and more mobile computers and handheld
devices, Emergence and growth of social-networking sites,
deciphering of human genetic codes.
Economic Shocks Rise and fall of global housing market, financial sector collapse,
global recession
Competition Global competition, mergers and consolidations, increased
government regulation of commerce.
Social Trends Increased environmental awareness, liberalization of attitudes
towards LGBTQ employees, more multitasking and connectivity
World Politics Rising health care costs, negative social attitudes towards
business and executives, opening of new markets worldwide.
Table 1 Forces for Changes

Changing nature of workforce is one of the important forces of the changes. An increasingly
diverse environment, shifting demographics, immigration, and outsourcing are challenges that
almost every firm must overcome. Jobs and organizations are constantly evolving as a result
of technology. It is not difficult to picture a workplace in the near future being a thing of the
past. Recent significant economic shocks in the housing and financial sectors led to the closure,

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bankruptcy, or takeover of some of the most well-known American businesses, including Bear
Stearns, Merrill Lynch, Lehman Brothers, Countrywide Financial, Washington Mutual, and
Ameriquest. Many of the tens of thousands of lost jobs may never be recovered. The worldwide
recession led to the bankruptcy of numerous businesses, including Borders and Sharper Image,
as well as auto manufacturers General Motors and Chrysler, after years of dropping bankruptcy
numbers.
Competition is evolving. Competitors could come from across the seas or even in your
neighbourhood. Successful businesses will have quick thinking, be able to create new items
quickly, and launch them into the market quickly. In other words, they will be adaptable and
will need a staff that is sensitive and adaptable. Government regulation of business operations,
particularly executive compensation, is becoming more common in the United States and
Europe.
Social tendencies also change throughout time. In chat rooms and blogs, consumers who would
otherwise be strangers connect and share product information. As Liz Claiborne demonstrated
when it sold off fashion brands (like Ellen Tracy), deemphasized major retailers like Macy's,
streamlined operations, and reduced employees, businesses must continuously adapt their
product and marketing tactics to be responsive to shifting social trends. Environmental issues
are more sensitive to consumers, employees, and corporate leaders. "Green" practices are
gradually moving from being optional to being expected.
Even the most ardent supporters of globalization did not foresee the recent changes in world
politics. The global financial markets have been rocked by a significant series of financial
crises. China's influence and power have also dramatically increased. Businesses, particularly
those in the banking and financial sectors, are now the subject of increased scrutiny throughout
the industrialized world.
Resistance to Changes
Resistance to change can be advantageous if it sparks honest debate. These reactions can show
that members of the organization are involved in the process, which gives change agents an
opportunity to explain the change effort. They are typically preferred to apathy or quiet.
Resistance can also be used by change agents to tailor the change to the preferences of other
organization members. When they regard opposition merely as a danger rather than as a
viewpoint worth discussing, they run the risk of escalating dysfunctional conflict. Resistance
doesn't always manifest in predictable ways. It may be explicit, tacit, forthcoming, or delayed.
Overt and immediate resistance, such as complaints, a slowdown in work, or a strike threat, is

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the easiest for management to handle. Managing implicit or postponed opposition is a bigger
problem. These reactions—lack of motivation or loyalty, an increase in mistakes or
absenteeism—are more subtle and challenging to identify for what they are. Deferred actions
can surface weeks, months, or even years after the fact, obscuring the connection between the
change and the response to it. Or, because resistance to earlier changes has been postponed and
accumulated, one small change could be the straw that breaks the camel's back. The table below
summarizes the major forces for resistance to change. Individual sources are found in aspects
of human nature like perceptions, personalities, and needs. Organizational origins are found in
the organizational structures themselves.
Individual Sources Organizational Sources
Habit Structural Inertia
Security Limited focus of change
Economic Factors Group Inertia
Fear of the unknown Threat to expertise
Selective information processing Threat to established power relationships.

Table 2 Sources for Resistance to Change

Overcoming Resistance to Change

Change agents can overcome resistance to change using eight strategies. Let's just go over
them.
1. Education and Communication: Employee opposition to a change can be reduced on
two levels by explaining its reasons. First, it combats the consequences of incomplete
information and poor communication: if workers are given all the facts and
misconceptions are resolved, resistance should decrease. Second, by effectively
presenting it, communication can aid in "selling" the need for change. 8 Changes are
most successful when a company presents a justification that balances the interests of
many stakeholders (shareholders, employees, community, and customers), as opposed
to the interests of shareholders solely, according to a study of German corporations. A
different investigation into a transforming organization in the Philippines discovered
that formal change information sessions reduced employee apprehension about the
change, while providing thorough knowledge about the change enhanced commitment
to it.

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2. Participation: A change decision in which we participated is tough to oppose.

Participants' participation can lessen resistance, garner commitment, and improve the
quality of the change decision—as long as they have the knowledge to contribute
meaningfully. The disadvantages, however, are the potential for a subpar solution and
significant time waste.
3. Building Support and Commitment: Counselling and therapy, new-skills training, or a
brief paid leave of absence may help with adjustment when employees' fear and anxiety
levels are high. Managers and staff that are not emotionally invested in change tend to
favour it and put-up resistance. When employees are dedicated to the organization as a
whole, they are also more receptive to change. Therefore, motivating staff and
highlighting their dedication to the company as a whole can also encourage emotional
commitment to the change rather than embracing the status quo.
4. Develop Positive Relationship: If the managers executing the changes have the people's
trust, they will be more readily accepted. In one study, 235 employees of a big Dutch
housing firm going through a merger were polled. People who thought that the work
environment promoted development and who had better relationships with their
superiors were far more optimistic about the transformation process. Another set of
experiments revealed that those with an inclination to resist change had more
favourable feelings toward the change if they trusted the change agent. According to
this research, managers who can foster great relationships may be able to overcome
change resistance even from those who don't typically enjoy changes.
5. Implementing Changes Fairly: Organizations can reduce negative effects by ensuring
that change is implemented fairly. It is critical that employees understand the rationale
behind the change and believe that it has been implemented consistently and fairly since
procedural fairness is particularly important when employees believe an outcome to be
bad.
6. Manipulation and Co-optation: Manipulation is the term for subtle pressure tactics.
Manipulation includes slanting facts to make them seem more appealing, suppressing
information, and spreading untrue stories to convince staff to accept change.
Management is engaging in manipulation if it threatens to shut down a production
facility whose employees are protesting an overall pay decrease, even if the threat is
false. Contrarily, co-optation blends involvement and manipulation. Giving important
leadership positions to resistance group leaders is part of its strategy to "pay off" their
support rather than soliciting their advice in order to discover a better solution. Both

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co-optation and manipulation are very cheap strategies for winning over enemies, but
they might backfire if the intended victims realize they are being duped or used. The
credibility of the change agent may be completely destroyed if such is found out.
7. Selecting People Who Accept Changes: According to research, personality has a role
in one's capacity for change adaptation and acceptance; some people are just more
adaptable to it than others. Such people are open to new experiences, have a positive
outlook on change, are risk-takers, and exhibit flexibility in their conduct. One research
of managers in the United States, Europe, and Asia discovered individuals with a high-
risk tolerance and a positive self-concept handled organizational change better. In
research of 258 police officers, it was discovered that those with stronger growth needs,
internal locus of control, and internal job motivation had more favourable attitudes
toward organizational change initiatives. A person's capacity to learn and adapt to
changes in the job is also better when they have a higher general mental capacity. In
conclusion, an amazing amount of research demonstrates that businesses can support
change by choosing individuals who are likely to accept it. In addition to choosing
people who are adaptable, it is also possible to choose teams that are more flexible.
Teams that are highly motivated to learn about and master new activities are more likely
to be able to adapt to changing surroundings, according to studies. According to this
research, when attempting to implement changes, it might be vital to take both
individual and collective motivation into account.
8. Coercion: Coercion, or using direct threats or physical force against the opposition,
comes last on the list of strategies. If management is really set on shutting down a
manufacturing facility whose workers refuse to accept a pay decrease, coercion is being
used by the business. Threats of transfer, loss of promotions, unfavourable performance
reviews, and a weak letter of recommendation are some further instances. Coercion has
roughly the same benefits and drawbacks as manipulation and co-optation.

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Influence, Power and Leadership

Influence
Definition
The ability to affect the behaviour of others in a particular direction leveraging key tactics that
involve, connect and inspire them is known as influence.

The Concept of Power Tactics

There are nine organizational power tacts/ These tactics are ways in which individual translate
power bases into specific actions. The 9 influence tactics are legitimacy, rational persuasion,
inspirational appeals, consultation, exchange, person appeals, ingratiation, pressure, and
coalitions. These are explained below:
 Legitimacy: Claiming that a request complies with corporate policies or guidelines or
relying on your position of authority.
 Rational persuasion: Putting out logical justifications and verifiable proof to show that
a request is reasonable.
 Inspirational appeals: Appealing to a target's beliefs, needs, dreams, and goals in order
to elicit emotional involvement.
 Consultation: By incorporating the target in choosing how your plan will be carried out,
you can get their support.
 Exchange: Giving the target something in return for complying with a request.
 Personal appeals: Requesting compliance out of friendship or allegiance.
 Ingratiation: Using flattery, adulation, or amicable conduct before making a request.
 Pressure: Using cautionary statements, repeated requests, and threats.
 Coalitions: Enlisting the assistance or backing of others in order to convince the target
to accept.

Power
Definition
Power is the ability of marshal the human informational and material resources to get
something done.

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Sources of Power
There are two bases for the sources of power. These are Formal Power and Personal Power.
These are described below:
 Formal Power: A person's place in an organization determines their formal power. It
might originate from formal authority, from the capacity to reward or coerce.
• Coercive Power: The basis of coercive power is the dread of the consequences
of disobeying. It is based on the use of physical sanctions—or the threat of using
them—such as the infliction of pain, frustration from movement restrictions, or
coercion of fundamental physiological or safety demands. Assuming B values
his or her job, A has coercive power over B at the organizational level if A can
fire, suspend, or demote B. A has coercive power over B if it is able to make B
perform unpleasant tasks or treat B in an embarrassing way. A further source of
coercive power is withholding crucial information. People inside an
organization who possess information or expertise that others require have the
power to enslave those others.
• Reward Power: People inside an organization who possess information or
expertise that others require have the power to enslave those others. Reward
power is the reverse of coercive power; people submit to it because it results in
benefits; a person who can distribute incentives that other people deem
worthwhile will have power over them. These incentives may be monetary
(such as determining pay rates, raises, and bonuses) or intangible (such as
recognition, promotions, engaging job assignments, warm co-workers, and
preferred work shifts or sales territory).
• Legitimate Power: The most frequent route to one or more of the power bases
in formal groupings and organizations is probably legitimate power. Based on
structural position inside the organization, it indicates the formal authority to
manage and utilize organizational resources. Legitimate power extends beyond
the capacity to compel and reward. Members' acceptance of a position's
authority is specifically covered. Simply drawing longer lines in an
organizational chart implies that the leaders are particularly powerful, and when
a powerful executive is described, people tend to place the person in a higher
position when drawing an organizational chart because we associate power so
closely with the concept of hierarchy. Teachers, tellers, and first lieutenants

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typically pay attention and follow orders when school administrators, bank
presidents, or army captains speak (provided their commands are accepted as
falling within the scope of their positions of power).
 Personal Power: The majority of Intel's most capable and effective chip designers have
power, but they aren't managers and don't have formal authority. They possess personal
power, which results from each person's particular traits. Expertise and the respect and
admiration of others are the two pillars of personal power.
• Expert Power: Influence used as a result of knowledge, skill, or expertise is
known as expert power. We rely more and more on specialists to accomplish
our aims as employment become more specialized. It is widely accepted that
scientists have knowledge, and therefore knowledge is power. Most of us heed
the advice of our doctors. Due to their experience, specialists such as industrial
psychologists, tax accountants, economists, and computer specialists have
influence.
• Referent Power: The basis of referent power is identification with a person who
possesses favourable qualities or assets. You can have authority over me if I
admire, respect, and like you because I want to please you. Referent power
emerges from appreciation for and aspire to imitate another. For instance, it
explains why famous people receive millions of dollars to promote goods in ads.
LeBron James and Tom Brady, according to marketing studies, have the ability
to influence your decision about athletic footwear and credit cards. You and I
could certainly give a sales pitch that is as polished as that of these celebs with
a little preparation, but the buying public doesn't relate to us. Because of their
charismatic dynamism, likeability, and emotional effects on us, some persons
who do not hold official leadership positions still have referent power and
exercise influence over others.

Leadership
Introduction
For maximum effectiveness, organizations need excellent management and strong leadership.
Today, we need leaders who will question the current quo, paint a picture of the future, and
motivate their team members to work toward the goals they have set. We also need managers
to develop comprehensive strategies, design effective organizational frameworks, and manage
ongoing operations.

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Definition
We define leadership as the capacity to persuade a group of people to pursue a vision or set of
objectives. This influence may come from a formal source, such as a managerial position inside
an organization. But not all managers are leaders, and not all leaders are managers. It is hardly
a guarantee that managers will lead well just because an organization gives them certain
statutory rights. Non – sanctioned leadership, or the capacity for influence that develops outside
of the official framework of the organization, is frequently just as essential as official influence.
In other words, leaders might be chosen formally or they can come from within a group.

Types of Leadership
There are two types of leadership. Formal leadership and Informal Leadership.
 Formal Leadership: Formal leader is a member of organization who has given authority
by virtue of his position to influence other members of organization to achieve
organizational goals.
 Informal Leadership: An informal leader has formal organizational authority to
influence others but possesses special skills and talent to influence and lead other
members of the organization.

Differences Between Leader and Manager

The difference between Leader and Manager are as follows
Leader Manager
Leader creates a vision. Manager create goals
Leaders are change agents. Managers maintain the status quo.
Leaders are unique. Managers copy.
Leader takes risks. Managers control risks.
Leaders are in it for the long Manager thinks short-term.
haul.
Leaders grow personally. Managers rely on existing, proven
skills.
Leaders build relationships. Managers build systems and
processes.
Leaders coach. Managers direct.
Leaders create fans. Managers have employees.

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Goleman’s Four Leadership Traits

The four leadership traits of Goleman are:
 Self-awareness: The ability to interpret one's own emotions is a crucial aspect of
emotional intelligence that makes it easier to evaluate one's abilities and weaknesses.
 Self-management: People with this quality do not allow their moods and emotions to
sabotage open, sincere interactions.
 Social Awareness: People who have this quality can read the emotions and reactions
of others and may then adjust in a helpful and compassionate way.
 Relationship management: This quality is exhibited by leaders who can diffuse
disagreements and communicate in a clear, enthusiastic, and persuasive manner.
Kindness and humor are key components in their effort to forge deep bonds.

Classical Approaches to Leadership

There are three classical approaches to leadership. These are briefly described below:
 Authoritarian (Autocratic) Leadership: When a leader adopts an authoritarian approach,
they direct the group's work without asking for any significant feedback from them and
set the rules for policy and procedure.
 Participative (Democratic) Leadership: When a leader in the group is participatory, the
group members feel involved in the decision-making process. Participants in the
participative leadership style provide direction to the group.
 Delegative (Laisse-Faire) Leadership: When a group leader is participatory, everyone
feels involved in the decision-making process. The group receives direction from those
leaders who use the participative leadership style.

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