Management Skills Bobur Nasriddinov’s (19165010) Self-reflective Journal Chapter 1: Self-Awareness Development

Chapter 5: Gaining Power and Influence 
The capacity of an individual or organization to influence the attitudes or conduct of others is 
referred to as power. A manager must develop a power structure in order to complete tasks and 
acquire commitments to crucial goals. Personal and positional power may coexist: 
Personal power sources: 
Positional power sources: 
When people voluntarily choose to act in accordance with the power holder's wishes, power 
transforms into influence. Retribution (intimidation) is the most common strategy employed by 
managers to exert influence over others, followed by reciprocity (bargaining) and reason (appealing 
to the other person's intrinsic worth).
Congruency
Concentrate on messages that are truthful.
Description
Concentrate on discussing the situation and your response rather than 
evaluating the end solution.
Problem 
oriented
Not concerned about person oriented.
Validation
Concentrate on comments that convey respect, flexibility, and cooperation.
Specific
Not globally.
Conjuction
Concentrate on remarks that follow from what has already been stated and 
foster conversation.
Owned
Accepting responsibility for one's own remarks.
Supportive 
listening
A great method that allows anybody to provide genuine assistance via 
discussion without feeling fatigued or irritated in the process.
Expertise
• Knowledge of the workplace.
Attraction
• Charm, likeable demeanor, and physical features.
Effort
• Accomplishing a task by doing whatever is necessary.
Legitmacy
• Acting in accordance with the current system of values.
Centrality
• Building a task and interpersonal interaction network.
Flexibility
• The ability to make one's own decisions.
Visibility
• Conversing with high-ranking company officials.
Relevance
• Doing important things in a company's mission.

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