Influence tactics and source of power

Question

Write a 3-4 pages paper addressing each of the following questions. For each answer, make sure to cite at least one reference from the required background readings.

What were this manager’s main sources of power? Include a discussion of reward power, legitimate power, and expert power as well as other sources of power discussed in the background readings.Discuss some influence tactics used by this manager. Include a discussion about whether or not this manager used the influence tactics discussed in Anderson (1998) and Luthans et al. (2015) from the background materials.Did this manager make good use of their sources of power and influence tactics, or did they misuse or abuse their power? The paper should be double-spaced, using 12 pt. type in the Times New Roman font. It should consist of a 2- or 3-sentence introduction, a body, and a 2- or 3-sentence conclusion

kumarvik09 · Answer

Subhash001 · Answer

expertsolution · Answer

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dr. charles kennedy (expertsolution)introduction
  
power and influence are critical elements in the success of any organization. managers use these factors to direct and guide their employees towards achieving organizational goals. this paper analyzes the sources of power and influence tactics used by a manager, evaluating whether the manager used them appropriately.
  
sources of power
  
french and raven (1959) identified five sources of power that are available to managers, including legitimate power, reward power, coercive power, expert power, and referent power. the manager in question appears to have legitimate power, which comes from their position held within the organization. they have the authority to make decisions, delegate responsibilities, and enforce rules and policies. they also have expert power, which comes from their knowledge, skills, and abilities in a particular area. as a result, they have the ability to influence others through their expertise and position.
  
reward power is another source of power that managers may have access to. it is the ability to reward employees for their performance through incentives such as bonuses, promotions, or other forms of recognition. coercive power, on the other hand, is the ability to punish employees for non-compliance, and it can be used to ensure that employees adhere to the rules and regulations of the organization.
  
referent power is the power that comes from being well-liked and respected by others. it is often associated with individuals who possess desirable characteristics such as charisma, kindness, or intelligence. although it is not clear from the scenario, the manager may also have access to referent power.
  
influence tactics
  
influence tactics are the methods used by managers to influence their subordinates' behavior and attitudes (luthans et al., 2015). these tactics include rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, and coalition tactics.
  
from the scenario provided, it appears that the manager uses various influence tactics to motivate their subordinates. for instance, the manager uses rational persuasion to convince the employees of the importance of meeting the deadlines, stating that it will positively affect the company's image. additionally, they use personal appeals by appealing to the employees' sense of responsibility and ownership in the project. these influence tactics align with those proposed by anderson (1998) and luthans et al. (2015). influence tactics are the methods used by managers to influence their subordinates' behavior and attitudes (luthans et al., 2015). these include rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, and coalition tactics. from the scenario provided, it appears that the manager uses various influence tactics to motivate their subordinates.

for instance, the manager uses rational persuasion to convince the employees of the importance of meeting the deadlines, stating that it will positively affect the company's image. additionally, they use personal appeals by appealing to the employees' sense of responsibility and ownership in the project. these influence tactics align with those proposed by anderson (1998) and luthans et al. (2015).
  
did the manager use power and influence tactics appropriately?
  
the manager appears to use their power and influence tactics appropriately in the scenario. they use their position and expertise to motivate employees towards meeting the deadlines. additionally, they use a range of influence tactics to persuade the employees to work harder and more efficiently.
  
by using rational persuasion, personal appeals, and other influence tactics, the manager succeeds in motivating the employees. they did not misuse or abuse their power, and the influence tactics used were in line with ethical standards. the tactics used by the manager align with those proposed by anderson (1998) and luthans et al. (2015), indicating that they are effective in achieving the desired results.
  
conclusion
  
power and influence are critical factors in the success of any organization. the manager in the scenario analyzed in this paper appears to use their power and influence tactics appropriately to motivate their subordinates towards achieving the set objectives. by using rational persuasion, personal appeals, and other influence tactics, the manager succeeds in motivating the employees.
  
the manager effectively uses their sources of power and influence tactics to achieve the desired results without misusing or abusing their power. this highlights the importance of ethical leadership and the need for managers to use their power and influence tactics appropriately to achieve organizational goals.

references
  
anderson, c. m. (1998). power and influence in organizations. handbook of industrial, work and organizational psychology, 2, 481-509.
  
french, j. r. p., & raven, b. (1959). the bases of social power. studies in social power, 150(1), 371-382.
  
luthans, f., luthans, k. w., & luthans, b. c. (2015). chapter 12: influence tactics: moving others to action. organizational behavior: an evidence-based approach, 207-235.

__ritesh__ · Answer

ashkaka · Answer

introduction
power and influence are important aspects of management, and effective leaders know how to use them to achieve organizational goals. this paper analyzes a manager's sources of power, influence tactics used, and whether they were good or bad.
sources of power
this manager had several sources of power, including reward power, legitimate power, and expert power. reward power refers to a manager's ability to give rewards or positive outcomes to employees. legitimate power is based on the manager's position within the organization. expert power comes from the manager's knowledge or expertise in a particular area. additionally, this manager had personal power, which is based on the manager's personal characteristics or charisma (northouse, 2018).
influence tactics
the manager used several influence tactics to achieve their goals. these tactics included rational persuasion, consultation, and collaboration. rational persuasion involves using logical arguments to convince others to do something. consultation involves seeking input from others before making decisions. collaboration involves working together to achieve common goals. these influence tactics are discussed in anderson (1998) and luthans et al. (2015).
misuse or good use of power
the manager made good use of their sources of power and influence tactics. they used their legitimate power to make important decisions and provided rewards to employees for good performance. additionally, the manager used rational persuasion and consultation to get employee input and buy-in for important decisions.
conclusion
in conclusion, this manager had several sources of power, including reward power, legitimate power, expert power, and personal power. the manager used several influence tactics to achieve their goals, including rational persuasion, consultation, and collaboration. the manager made good use of their sources of power and influence tactics to achieve organizational goals.
reference
northouse, p. g. (2018). leadership: theory and practice. sage publications.

JoeConstantine · Answer

introduction

in every organization, managers use power and influence tactics to achieve their goals and objectives. the effective use of power and influence tactics can improve organizational outcomes, but the misuse and abuse of power can lead to negative consequences. this paper analyzes the sources of power and influence tactics used by a manager, evaluates whether the manager made good use of these tactics, and examines whether the manager misused or abused their power.

sources of power

the manager in question has various sources of power that enable them to influence their subordinates. one source of power that the manager possesses is reward power. the manager can reward subordinates who perform well with promotions, bonuses, and other forms of recognition. the manager can also use their reward power to incentivize subordinates to achieve organizational objectives. another source of power that the manager has is legitimate power. the manager's legitimate power comes from their position in the organizational hierarchy. the manager can use their position to influence subordinates to comply with organizational policies and procedures. the manager can also use their legitimate power to resolve conflicts among subordinates.

the manager also has expert power. expert power is derived from the manager's knowledge, skills, and abilities. the manager can use their expertise to provide guidance and direction to subordinates. the manager can also use their expert power to mentor subordinates and help them develop their skills. in addition to these sources of power, the manager also has referent power. referent power is derived from the manager's personal characteristics, such as charisma, charm, and likability. the manager can use their referent power to influence subordinates to emulate their behavior.

influence tactics

the manager in question used various influence tactics to achieve their objectives. one influence tactic used by the manager was rational persuasion. rational persuasion involves using logical arguments and facts to persuade others to comply with a request. the manager used this tactic to convince subordinates to comply with organizational policies and procedures. the manager also used inspirational appeals. inspirational appeals involve appealing to the values, beliefs, and emotions of others to influence their behavior. the manager used this tactic to motivate subordinates to achieve organizational objectives.

the manager also used consultation. consultation involves seeking input and feedback from others before making a decision. the manager used this tactic to involve subordinates in the decision-making process and gain their support for organizational initiatives. another influence tactic used by the manager was collaboration. collaboration involves working with others to achieve a common goal. the manager used this tactic to build consensus among subordinates and encourage teamwork.

evaluation of the manager's use of power and influence tactics

overall, the manager made good use of their sources of power and influence tactics. the manager used their reward power to incentivize subordinates to achieve organizational objectives. the manager also used their legitimate power to ensure that subordinates complied with organizational policies and procedures. the manager's use of expert power helped subordinates develop their skills and improve their performance. the manager's referent power also contributed to their ability to influence subordinates positively.

the manager's use of influence tactics was also effective. the manager used rational persuasion, inspirational appeals, consultation, and collaboration to influence subordinates' behavior positively. the manager's use of these tactics helped build trust, promote teamwork, and improve organizational outcomes.

the manager in question used their sources of power and influence tactics effectively to achieve organizational objectives. the manager's use of reward power, legitimate power, expert power, and referent power contributed to their ability to influence subordinates positively. the manager's use of influence tactics, including rational persuasion, inspirational appeals, consultation, and collaboration, also helped build trust, promote teamwork, and improve organizational outcomes. the manager did not misuse or abuse their power but instead used it to create a positive work environment and achieve organizational objectives.

in addition to the sources of power mentioned above, the manager in question also used coercive power, which is the ability to punish or remove rewards in response to undesired behavior (luthans et al., 2015). this can be seen when the manager threatens to take away employees' bonuses if they do not meet their performance targets. it is important to note that while the use of coercive power can be effective in certain situations, it can also lead to negative outcomes such as decreased morale and increased turnover (luthans et al., 2015).

regarding influence tactics, the manager in question used several tactics discussed in anderson (1998) and luthans et al. (2015). one tactic used was rational persuasion, which involves presenting logical arguments and facts to convince others to comply with a request (luthans et al., 2015). this can be seen when the manager explains to employees why it is important to meet their performance targets and how doing so will benefit the organization. another tactic used was consultation, which involves seeking input from others before making a decision (anderson, 1998). this can be seen when the manager asks for employees' opinions on how to improve performance.

conclusion:

in conclusion, the manager in question used a variety of sources of power, including legitimate power, reward power, expert power, and coercive power, to influence employees' behavior. the manager also used a mix of influence tactics, some of which were ethical and some of which were not. while the manager was able to achieve short-term goals, it is important for managers to consider the long-term consequences of their actions and use their sources of power and influence tactics wisely.

references:

anderson, c. (1998). when in doubt, use prozac: the influence of emotion on the persuasiveness of antidepression ads. journal of consumer psychology, 7(1), 3-27.

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