MANA 3318 Exam 3 Power, Leadership,
and Culture
1. Power: Asymmetrically force ones will over others.
2. Formal Power: Based on one's position in the organization.
Context specific.
3. Personal Power: Based on the unique characteristics of the
individual.
4. Influence: Process of affecting the thoughts, behaviors, and
feelings of another person.
5. Authority: Right to influence another person.
6. Zone of Indifference: Range in which attempts to influence a
person will be perceived as legitimate and acted on without a
great deal of thought.
7. Reward Power: Power in allocating resources. Ability to give
resources and whether or not those behaviors are taken seriously.
8. Coercive Power: Power in punishment. Power in my ability to
punish people and whether that's taken seriously.
9. Legitimate Power: Power in job status.
10. Expert Power: Power in intelligence. Trust the judgement of
experts. The ability to influence others due to expertise, special
skill or knowledge.
,11. Referent Power: Power in liking. The ability to influence
others based upon others' identification with the person who has
desirable resources or personal traits.
12. Kanter's Symbols of Power: Ability to intercede for someone
in trouble, ability to get placements for favored employees,
exceeding budget limitations, procuring above-average raises for
employees, getting items on the agenda at meetings, access to
early information, having top managers seek out their opinion.
13. Kanter's Symbols of Powerlessness: Overly close
supervision, inflexible ad- herence to the rules, tendency to do the
job themselves rather than training others to do it.
14. Korda's Symbols of Power: Office furnishings: Effect of
furniture on percep- tions, time power: Using clocks and watches
as power symbols, standing by: A game in which people are
obliged to keep their cell phones with them at all times so
executives can reach them.
15. Influence Tactics: Pressure, Ingratiation, Exchange, etc.
16. Cialdini's Principles of Influence: Charisma, Political Skill.
17. Leadership: Leaders: advocate for new change and new
approaches to prob- lems.
18. Managers: Advocate for stability and the status quo.
19. Manager Personality: Has an impersonal, passive, functional
attitude.
, 20. Manager Beliefs: Believes goals rise out of necessity and
reality.
21. Conceptions of Work: Views work as an enabling process
that combines peo- ple, ideas, and things.
22. Moderate risk seeker: Seeks moderate risk through
coordination and balance.
23. Relationships with others (moderate risk seeker): Avoids
solitary work, pre- ferring to work with others.
24. Conflict avoidance (moderate risk seeker): Avoids close,
intense relation- ships; avoids conflict.
25. Sense of Self (moderate risk seeker): Is once born.
26. Life adjustment (moderate risk seeker): Makes a
straightforward life adjust- ment.
27. Acceptance of life (moderate risk seeker): Accepts life as it
is.
28. Leader personality (high risk seeker): Has a personal and
active attitude.
29. Goals (high risk seeker): Believes goals arise from desire
and imagination.
30. Conceptions of work (high risk seeker): Looks for fresh
approaches to old problems.
31. Risk positions (high risk seeker): Seeks high risk positions,
especially with high payoffs.
and Culture
1. Power: Asymmetrically force ones will over others.
2. Formal Power: Based on one's position in the organization.
Context specific.
3. Personal Power: Based on the unique characteristics of the
individual.
4. Influence: Process of affecting the thoughts, behaviors, and
feelings of another person.
5. Authority: Right to influence another person.
6. Zone of Indifference: Range in which attempts to influence a
person will be perceived as legitimate and acted on without a
great deal of thought.
7. Reward Power: Power in allocating resources. Ability to give
resources and whether or not those behaviors are taken seriously.
8. Coercive Power: Power in punishment. Power in my ability to
punish people and whether that's taken seriously.
9. Legitimate Power: Power in job status.
10. Expert Power: Power in intelligence. Trust the judgement of
experts. The ability to influence others due to expertise, special
skill or knowledge.
,11. Referent Power: Power in liking. The ability to influence
others based upon others' identification with the person who has
desirable resources or personal traits.
12. Kanter's Symbols of Power: Ability to intercede for someone
in trouble, ability to get placements for favored employees,
exceeding budget limitations, procuring above-average raises for
employees, getting items on the agenda at meetings, access to
early information, having top managers seek out their opinion.
13. Kanter's Symbols of Powerlessness: Overly close
supervision, inflexible ad- herence to the rules, tendency to do the
job themselves rather than training others to do it.
14. Korda's Symbols of Power: Office furnishings: Effect of
furniture on percep- tions, time power: Using clocks and watches
as power symbols, standing by: A game in which people are
obliged to keep their cell phones with them at all times so
executives can reach them.
15. Influence Tactics: Pressure, Ingratiation, Exchange, etc.
16. Cialdini's Principles of Influence: Charisma, Political Skill.
17. Leadership: Leaders: advocate for new change and new
approaches to prob- lems.
18. Managers: Advocate for stability and the status quo.
19. Manager Personality: Has an impersonal, passive, functional
attitude.
, 20. Manager Beliefs: Believes goals rise out of necessity and
reality.
21. Conceptions of Work: Views work as an enabling process
that combines peo- ple, ideas, and things.
22. Moderate risk seeker: Seeks moderate risk through
coordination and balance.
23. Relationships with others (moderate risk seeker): Avoids
solitary work, pre- ferring to work with others.
24. Conflict avoidance (moderate risk seeker): Avoids close,
intense relation- ships; avoids conflict.
25. Sense of Self (moderate risk seeker): Is once born.
26. Life adjustment (moderate risk seeker): Makes a
straightforward life adjust- ment.
27. Acceptance of life (moderate risk seeker): Accepts life as it
is.
28. Leader personality (high risk seeker): Has a personal and
active attitude.
29. Goals (high risk seeker): Believes goals arise from desire
and imagination.
30. Conceptions of work (high risk seeker): Looks for fresh
approaches to old problems.
31. Risk positions (high risk seeker): Seeks high risk positions,
especially with high payoffs.
