UTM

UNIVERSITI TEKNOLOGI MALAYSIA

UHF 6033: DYNAMICS OF LEADERSHIP

Influencing: Power, Politics,
Networking and Negotiation
Assoc. Prof. Dr. Yusof Boon
1

Group members
Saiful Firdaus B. Abd Shukor
MKE 151101
Nur Raidah Bt. Ismail
MKK 141034
Nur Shafiqa Bt. Suhaimi
MPP 151277
Ir. Khairull Amrey B. Abu Seman MKE 151008

All Leadership is about Influence

Nothing More, Nothing Less.

Power and Influence

Power

The ability of one person or department in an

organization to influence other people to bring
about desired outcomes

Influence

The effect a persons actions have on the

attitudes, values, beliefs, or actions of others

Five Types of Leader Power

Legitimate
Reward
Coercive

Expert
Referent

Position Power
(Jawatan/ Kedudukan)

Personal Power
(Individu)

Where does power come from?

Position power
A written, spoken, or implied contract
wherein people accept either a superior
or subordinate role and see the use of
coercive as well as noncoercive behavior
as an acceptable way of achieving
desirable results.

Legitimate Power
Authority granted from a formal positions
in an organization.
Rights, responsibilities and prerogatives accrue
to anyone holding a formal leadership position
Set goals, make decisions and direct activities

Reward Power
Authority to bestow rewards on other
people
Appointed leaders may have access to rewards
such as pay increases, promotions, physical
resources
Influences subordinates behavior

Coercive Power
Authority to punish or recommend
punishment
Opposite of reward power
Right to fire, demote, criticize, reprimand or
withdraw pay raises

Expert Power
Results from special knowledge or skill
Followers go along with recommendations
because of his/her superior knowledge
Usually gained from experience

10

Referent Power
Comes from personality characteristics
that command identification, respect and
admirations so that others want to emulate
the person
Dependent on personal characteristics rather
than title
Strong identification with leader

11

Responses to the Use of Power

u
ive
se

ap
pro
pri
a te

ss

Compliance

Personal Power

ce
ex

us
e

Position Power

Resistance

Commitment

12

UTM
UNIVERSITI TEKNOLOGI MALAYSIA

POLITICS
Pfeffer,1992

Processes,
action,
behaviors through
which potential
power is utilized
& realized

Dubrin,2001
Informal
approaches to
gaining power
through means
other than luck

3 Common Political Behaviors:

1

Networking

Coalitions

Reciprocity

Networking and Coalitions

Networking:Process of developing
relationship for the purpose of
socializing(networking is important to
leaders career success)
Coalitions:An influencing tactic in
political bahavior.Each party helps
the others get what they want

Developing 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

Networking on the Job

Key to promotion to higher
management
Requires social skills
Is about building professional
relationships and friendships
Difficult for women

Not called the good old boy network

for nothing

20

Networking to Find a Job

Most successful approach
2/3 of all jobs
Word of mouth
Informal referrals

Results in more new jobs than all

other methods combined

21

The Networking Process

Perform a self-assessment
and set goals
Create your one-minute self sell
Develop your network
Conduct networking interviews
Maintain your network

22

Perform a Self-Assessment
and Set Goals
Accomplishments
Tie accomplishments to the
Job Interview
Set Networking Goals

23

Create Your
One-Minute Self-Sell

History of your career

Plans for the future
Questions to stimulate conversation
Write and Practice

24

Develop Your Network

Begin with who you know
Expand to people you dont know
Referrals
Volunteer work

Develop ability to remember

peoples names

25

Conduct Networking Interviews

Not job interviews
Use network list
Use many interviews to reach
networking goals
Informal or via telephone
You are the interviewer
Be prepared

26

Conducting Interviews
Establish rapport
Deliver your one-minute self-sell
Ask prepared questions
Get additional contacts for your network
Ask your contacts how you might help
them
Followup
Send thank-you notes
Give status reports

27

UTM
UNIVERSITI TEKNOLOGI MALAYSIA

ROLE
NEGOTIATION

Obtaining the best role and

responsibilities on the job

DEFINITION
NEGOTIATION

: Creating and capturing Value in a network of relationship

Two or more parties which are conflict (agreement) working to reach an agreement

Sales

Labor
relations

Create value
to the
greatest
extent
possible

Capture an
appropriate
share of the
value that
gets created

Build and
sustain
critical
relationships

Enhance
your
personal
credibility

Job
searches

STRUCTURE OF
NEGOTIATIONS

Response
and Initial
Proposal

Each side will state their position on the agenda item based on prior preparation and in
response to what they have already heard.

Although this is heart of negotiations, discussions should have a time limit to ensure each
item can be thoroughly covered.
Time limit can also to help to defer personalities who spend hours talking about trivial
Discussion issues.

Counteroffer A counteroffer is a signal of a genuine intention to come to an agreement.

and
Agreement
Discussion

Signal: If
you dont
ask, you
dont get
Be prepared

Propose : Pay
attention to
details

Agree:
Leave
behind your
ego

Propose:
Ramp up
listening skills
Strategies for
Negotiators

Close:
Anticipate
compromise

Package:
Close with
cormfirmation

Bargain :
Offer and
expect
commitment

Package:
Actively
manage
coalitions

Package :
Stick to
your
principles

NEGOTIATION
PROCESS

POSTPONEMENT

PLAN

NEGOTIATIONS

Agreement (Close
the deal)
No Agreement

The Negotiation
Process: Plan
Research the other
party (ies)

Set Objectives
Specific lower
limit
Target Objective
Opening
Objective
Develop options
and trade-offs)

Be prepared to
deal with questions
and objections

NEGOTIATION
Develop rapport
Keep it professional, never personal

Try to get the other person to make the first

offer
He who mentions a dollar amount first,
loses, Job Hunting adage.
Listen
Ask questions

Dont give in too quickly

Never give something up for free

POSTPONE

When you are GETTING WHAT YOU WANT

You may try to create urgency

When other PARTY IS CREATING URGENCY

Dont be pressure into making a deal

If you do WANT TO
Give a specific time you will be back

AGREEMENT
Both sides should feel
good about the
agreement
Get it in writing
Quit selling
Start work on a personal
relationship

DISAGREEMENT

Accept that agreement

isnt possible
Learn from the failure
Ask the other party
what you did right &
wrong
Analyze and plan for
the next time

NEGOTIATION
ADAGE

If you cant afford to walk away, or at

least convince the other side that you
will walk away, youve already lost.