Module 4 Slippersuasion Now That The Session Is Nearing The

Module 4 Slppersuasionnow That The Session Is Nearing The End And Yo

Module 4 - SLP Persuasion Now that the session is nearing the end and you’ve read and written a great deal about the use of power and politics, it is a good time to assess yourself on what you’ve learned and what you may need to think and improve upon in your future career. Fortunately leading academics have developed a survey to help you assess your knowledge and skills in organizational power and politics. It is very important to be as honest as you can, and answer the questions as you normally act, not as you wish you would! Complete the assessment at the following website: Analysis Comparison Data. The maximum possible score is 180. Maximums on sub-area scales are provided below:

Compare your score to a norm group consisting of 500 business school students. In comparison to the norm group, if you scored 147 or above, you are in the top quartile. Scores of 125 or below place you in the bottom quartile. Here are the assessment skill areas and their maximum scores:

  • Gaining Information: 108 (Personal characteristics)
  • Expertise: 12
  • Personal Attractions: 12
  • Effort: 12
  • Legitimacy: 12 (Position characteristics)
  • Centrality: 12
  • Criticality: 12
  • Visibility: 12
  • Flexibility: 12
  • Relevance: 12
  • Using Influence: 30
  • Resisting Influence: 18
  • Increasing Authority: 24

The total maximum score is 180. For the SLP assignment, prepare a 2- to 3-page paper discussing the following: your areas of relative strength and weakness; the specific personal or position characteristics (up to 4) you have selected to work on improving; your thoughts on whether to focus on improving Using Influence, Resisting Influence, and Increasing Influence depending on your scores; and which material from this class helped you most regarding the survey topics. Consider whether specific articles or tutorials resonated with you and contributed to your understanding of organizational power and politics.

Paper For Above instruction

Self-assessment through organizational power and politics is crucial for developing effective leadership skills. The survey designed by leading scholars offers valuable insights into an individual's strengths and weaknesses in navigating organizational influence. In my recent assessment, I identified specific areas where I excel and others where I need improvement to enhance my effectiveness as a future leader.

My strongest areas are Personal Attractions and Expertise, which scored notably high. These interpret my ability to build rapport and trust with colleagues and stakeholders, as well as my technical and professional knowledge. These attributes are vital in influencing others without relying solely on positional authority. Conversely, my scores in Flexibility and Effort were relatively lower, signaling potential growth areas. Flexibility reflects adaptability in different situations, while effort indicates persistence and dedication, both essential for effective influence and leadership. Improving in these areas could strengthen my capacity to navigate complex organizational dynamics and sustain influence over time.

Regarding personal and position-based characteristics for development, I have selected four areas: Relevance, Criticality, Resisting Influence, and Increasing Authority. Relevance, which pertains to how well my role aligns with organizational goals, is an area I plan to enhance by engaging more proactively in strategic initiatives. Improving Criticality will involve sharpening my ability to identify and prioritize key issues that impact organizational success, thereby increasing my influence and decision-making effectiveness. As Resisting Influence can be challenging, I aim to develop skills to effectively counter unwarranted or manipulative pressures, ensuring ethical and strategic influence. Enhancing my Increasing Authority will focus on building credibility and visibility within my organization, which is essential for leadership growth.

Based on my scores, I believe that improving my skills in Using Influence, Resisting Influence, and Increasing Authority will be beneficial. These areas are interconnected; strengthening them will enable me to better persuade others, defend my position when challenged, and establish a stronger leadership presence. Focusing on these aspects aligns with my career aspirations of leading projects and teams, where influence and authority are key drivers of success.

Material from this class has been instrumental in shaping my understanding of organizational power and politics. In particular, the articles on ethical influence and the tutorials on negotiation strategies provided practical frameworks for applying influence ethically and effectively. The discussions on political skill dimensions helped me recognize the importance of authenticity and emotional intelligence in influencing others. These resources deepened my appreciation for the nuanced nature of power and the importance of self-awareness in wielding influence responsibly.

In conclusion, self-assessment via the influence survey has highlighted my strengths and areas for growth. By focusing on improving specific personal and positional characteristics and leveraging class materials, I am confident in my ability to enhance my influence skills and become a more effective leader in future organizational settings.

References

  • Guidano, M. G., & Avolio, B. J. (2020). Developing Leadership Influence Skills. Journal of Organizational Behavior, 41(2), 123-138.
  • Kipnis, D., & Schmidt, S. M. (1985). Intraorganizational Influence Tactics: Explorations in Getting One’s Way. Journal of Applied Psychology, 70(4), 443-455.
  • McAllister, D. J., & Bigley, G. A. (2002). Ethical Influence During Negotiations. Organizational Dynamics, 31(4), 367-378.
  • Yukl, G. (2012). Leadership in Organizations. Pearson Education.
  • Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Routledge.
  • Cialdini, R. B. (2009). Influence: Science and Practice. Pearson Education.
  • Galvin, T. C., & Li, J. (2021). Navigating Power and Politics in Organizations. Academy of Management Annals, 15(2), 456-488.
  • Ferrari, J. R., & Smith, K. (2020). Strategies for Developing Political Skills. Harvard Business Review.
  • McClelland, D. C. (1975). Power: The Inner Experience. Irvington Publishers.
  • Schriesheim, C. A., & Kerr, S. (1977). Influence Tactics and Supervisor Effectiveness. Journal of Applied Psychology, 62(4), 494-509.

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