13. MGMT2110_Leadership & Power_Part 2

7/23/2019 13. MGMT2110_Leadership & Power_Part 2

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Chapter 12 & 13

Leadership & Power – Part II



Contemporary Leadership Theories

4. Charismatic Leadership

5. Transformational Leadership




Charisma kəˈrɪzmə/ noun

Compelling attractiveness or charm that can

inspire devotion in others, "he has tremendouscharisma and stage presence”

Discussion:

Are Charismatic Leaders Born or Made?




• Some individuals are born with charismatic traits

such as _______________, __________________,and ____________________.

Learn to be Charismatic by

• Maintaining an optimistic view

• Using passion as a catalyst for generating

enthusiasm

• Communicate with whole body , not just words

e.g. eye contact, enthusiastic expressions, gestures for

emphasis, draw others in by creating a bond to inspire

them to follow, bring out the potential in followers…



The Dark Side of Charismatic Leadership

Many leaders have allowed their

___________________to override the goals ofthe organization.

Individuals who are narcissistic are also

higher in some behaviors associated withcharismatic leadership.

Some charismatic leaders are too successful atconvincing followers to pursue a vision that can

be disastrous.



5. Transformational Leader

• htt s: www. outube.com watch?v=60O2OH7mH s

https://www.youtube.com/watch?v=60O2OH7mHys





5. Transformational LeadershipInspire followers to transcend (go beyond) their self-

interests for the good of the organization

How Transformational Leadership Works

Encourage ___________ – theirs and others (e.g.

look at old problems in new ways)

Increase follower _______________, giving thegroup a “can do” spirit.

Decentralization of responsibility Greater agreement among top managers about

the organization’s goals.

Propensity to take _________ (e.g. try new ways)



Chapter 13

Power –

Part II



What are the different Types/Bases of Power ?

What are the causes and Consequences ofPolitical Behaviors in organization?

What is Impression Management (IM)?



By the end of this lecture, you

should be able to

1. Describe and compare and contrast Five

Bases of Power

2. Identify the Causes and Consequences of

Political Behaviors in organization

3. Apply Impression Management (IM)

Techniques



Contrasting Leadership & Power

Leadership Power

Goal

Compatibility

Group goals

between

leaders andfollowers

No need to have

goals; Merely

_____________

Direction of

Influence

____________ Lateral/Upward/

Downward

Focus Leadership

styles

Tactics for

gaining

_____________



What is Power?

Power is a capacity that A has to _______________ the behavior of B so that Bacts in accordance with A’s wishes.

Dependence: B’s relationship to A when Apossesses something that B requires.

“A person can have power over you only if he or

she controls something you desire.”

Examples: Parents, Boss, Boy/girl friends, Richrelatives



Dependency: The Key To Power

The General Dependency postulates:

– The greater B’s dependency on A,

the greater the power A has over B.

–

Possession/control of scarce organizationalresources that others need makes amanager or employee powerful.

–

Access to optional resources (e.g., multiplesuppliers) reduces the resource holder’spower.



Dependency: The Key To Power

What Creates Dependency ?

___________ of the resource to the

organization ____________ of the resource

____________________ of the resource

14



Contrast the Five Bases of Power

Formal Power –1. Coercive Power

–2. Reward Power

–3. Legitimate Power

Personal Power

–4. Expert Power

–5. Referent Power



Milgram’s Experiment

Group Discussion:What kind of Power does the Experimenter have

over the Participants?



Background of Milgram’s Experiment

First conducted by Stanley Milgram at Yale

University in the 60s’, and repeated by otherresearchers.

Measure the willingness of study participants to

obey an ______________ figure to perform actsconflicting with their personal conscience.

1. Please continue.2. The experiment requires that you continue.

3. It is absolutely essential that you continue.

4. You have no other choice, you must go on.



Milgram’s Experiment of Obedience

https://www.youtube.com/watch?v=y6GxIuljT3w&NR=1&feature=fvwp



I. Formal Power

1. Coercive Power

A power that is dependent on

___________ of the negative

results from failing to comply

• Infliction of pain

• Controlling by force of basic physiological/safety needs

• Can you think of

organizational examples?



I. Formal Power

2. Reward PowerCompliance achieved based on

the ability to distribute _______

that others view as valuable

• Opposite from Coercive Power

•

Financial Rewards: pay raise, bonus• Nonfinancial Rewards: recognition,

interesting work assignments, preferred work

shifts or sales locations.



I. Formal Power

21

3. Legitimate PowerPower as a result of one’s

___________ in the formal

hierarchy of an organization

• Includes members’ acceptance of authority

of a position.• e.g. school principals, bank CEO, army

captains



II. Personal Power

4. Expert Power

5. Referent power



4. Expert Power

• Expert Power is the influence based on special

__________ or ______________

23



5. Referent Power

• Referent Power is influence based onidentification with an individual’s desirable

resources or personal __________

• Charisma• Likeability

• How much you like, respect

and admire a person

• Example: celebrity &

marketing



How does Power affect behaviors?

Negative:

Make self-interested decisions Power leads to overconfident decision making.

Those most likely to abuse power are those whoare _____ in status and gain power.

Positive: ______________ can stop self-serving behaviors

Dispositional __________ blocks the psychologicaleffects of Power.

– Simply expressing gratitude toward powerfulothers make them less likely to aggress againstpeople.

13-25



Causes & Consequences of Politics

Political behavior – activities that are not requiredas part of one’s formal role in the organization,

but that influence the distribution of _______________ within the organization.

– Outside of one’s specified job requirements.

– Encompasses efforts to influence goals,

criteria, processes or decision making. – Includes such behaviors as withholding

information, whistle blowing, spreading

rumors, and leaking confidential information.



Causes of Political Behaviors



How do people react to Politics?



Impression Management (IM)

Impression management (IM) – the process by

which individuals attempt to __________the

impression others form of them.

– Mostly high self-monitors (vs low self-monitors)

– Studies show the effectiveness of IM depends

on the ____________, such as job interviews

and performance evaluations.

Are Political behaviors ethical?



Are Political behaviors ethical?Legitimate and Illegitimate Political

Behaviors in Organizations

• http://education-portal.com/academy/lesson/legitimate-and-illegitimate-political-

behavior-in-organizations.html#lesson

http://education-portal.com/academy/lesson/legitimate-and-illegitimate-political-behavior-in-organizations.html#lesson

http://education-portal.com/academy/lesson/legitimate-and-illegitimate-political-behavior-in-organizations.html#lesson



Is Political behaviors ethical?

The Ethics of Behaving Politically – Questions to consider:

• What is the ________ of engaging in

politicking?

• How does the utility of engaging in the

political behavior balance out any _______

(or potential harm) it will do to others?

• Does the political activity conform to

standards of _________and __________? 13-31



Legitimate and Illegitimate Political

Behaviors in Organizations

“What one person might think is within the

rules, another might think it's outside the

rules.”

o Immoral people can __________ almost

any behavior

oRecognize the ability of power to CORRUPT

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13. MGMT2110_Leadership & Power_Part 2