Upload
roland-williamson
View
214
Download
0
Tags:
Embed Size (px)
Citation preview
11
Leadership Power Leadership Power and Influenceand Influence
22
“ “If a man can accept a situation in a place If a man can accept a situation in a place of power with the thought that it’s only of power with the thought that it’s only temporary, he comes out all right. But temporary, he comes out all right. But when he thinks that he is the cause of the when he thinks that he is the cause of the power, that can be his ruination.” power, that can be his ruination.”
• Harry S. TrumanHarry S. Truman
33
Transactional and Transformational Transactional and Transformational LeadershipLeadership
• Transactional Leadership – a transaction or exchange process between leaders and followers.
• Transformational Leadership – characterized by the ability to bring about significant change in followers and the organization.
44
Transformational LeadershipTransformational Leadership
• Develops followers into leaders
• Elevates concerns to higher level psychological needs
• Inspires followers to go beyond their own self-interests
• Paints a vision of desired future state and how the change is worth the effort
55
Transformational LeadershipTransformational Leadership
• Can communicate complex ideas in a compelling manner
• Act in unconventional manners
• Inspire faith
• Earn trust by willingly incurring great personal risk
• Source of influence is from personal characteristics
66
Charismatic LeadersCharismatic Leaders
Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.
77
Black Hat of CharismaBlack Hat of Charisma
• Used for self serving purposes
• Deception, manipulation and exploitation of others
• Personalized behavior
88
Power and InfluencePower 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 person’s actions have on the attitudes,
values, beliefs, or actions of others
99
ExEx..12.212.2 Five Types of Leader Power Five Types of Leader Power
•Legitimate•Reward•Coercive
Position Power
•Expert•Referent
Personal Power
1010
Where does power comeWhere does power come from? from?
Position powerPosition 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.
1111
Legitimate PowerLegitimate 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
1212
Reward PowerReward Power
• Authority to bestow rewards on other people– Appointed leaders may have access to
rewards such as pay increases, promotions, physical resources
– Influences subordinate’s behavior
1313
Coercive PowerCoercive Power
• Authority to punish or recommend punishment– Opposite of reward power– Right to fire, demote, criticize, reprimand or
withdraw pay raises
1414
Expert PowerExpert Power
• Results from special knowledge or skill – Followers go along with recommendations
because of his/her superior knowledge– Usually gained from experience
1515
Referent PowerReferent 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
1616
ExEx. . 12.312.3 Responses to the Use of Responses to the Use of PowerPower
Compliance Resistance Commitment
Position Power Personal Power
appr
opria
te u
se
excessive
use
1717
DependencyDependency
• If a person has control over a resource that is desired, he/she gains power– Information– Cooperation– Resources
1818
ExEx. . 12.412.4 Characteristics That Affect Dependency and Characteristics That Affect Dependency and Power in OrganizationsPower in Organizations
Nonsubstitutability
Leader has control over:
Resources seen as unimportant
Widely available resources
Resources with acceptable substitutes
Low dependency on leader = lower power
Leader has control over:
Resources seen as very important
Scarce resources
Resources with no substitutes
High dependency on leader = higher power
Importance
Scarcity
1919
ExEx. . 12.512.5 Strategic Contingencies that Affect Strategic Contingencies that Affect Leader Power in OrganizationsLeader Power in Organizations
Increased Power
Interdepartmental Dependency
Control over Information
Organizational Centrality
Coping with Uncertainty
2020
PoliticsPolitics
Activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices
2121
Political ActivityPolitical Activity
• Impression management – people seek to control how others perceived them
• Executive presence – the impact you have when walk into a room
2222
ExEx. . 12.612.6 Seven Principles for Asserting Seven Principles for Asserting Leader InfluenceLeader Influence
1. Use rational persuasion
2. Make people like you
3. Rely on the rule of reciprocity
4. Develop allies
5. Ask for what you want
6. Remember the principle of scarcity
7. Extend formal authority with expertise and credibility
2323
Ex. 12.7Ex. 12.7 Guidelines for Ethical Action Guidelines for Ethical Action
Is the action consistent with the organization’s goals, rather than being self-motivated purely by self-interest?
Does the action respect the rights of individuals and groups affected by it?
Does the action meet the standards of fairness and equity?
Would you wish others to behave in the same way if the action affected you? E
thic
al C
hoic
e