Chapter Fourteen

Power, Influence & Leadership

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Leadership

Leadership: is the ability to influence employees to voluntarily pursue organizational goals.

Managers Vs. LeadersManagers What needs to be done—planning and budgeting Creating arrangements of people to accomplish an agenda—organizing and staffing Ensuring people do their jobs—controlling and problem solving

Leaders What needs to be done—setting a direction Creating arrangements of people to accomplish an agenda—aligning people Ensuring people do their jobs—motivating and inspiring

Five Sources of Power1) Legitimate Power all managers have; results from managers’ formal positions within the

organization2) Reward Power all managers have; results from manager’s authority to reward their subordinates3) Coercive Power all managers have; results from the manager’s authority to punish their

subordinates4) Expert Power is power resulting from one’s specialized information or expertise5) Referent Power power derived from one’s personal attraction

Influence

Influencing Others

3. Consultation

1. Rational persuasion

2. Inspirational appeals

4. Ingratiating techniques 5. Personal Appeals

6. Exchange Tactics

7. Coalition Tactics

8. Pressure Tactics9. Legitimating Tactics

1) Trait 2) Behavioral3) Contingency4) Full-range5) Additional perspectives

Trait Approach Trait Approach to Leadership attempt to identify distinctive characteristics that account

for the effectiveness of leaders

The Leadership Traits Bossidy Looks for in Job Candidates1) Ability to execute2) A career runway3) A team orientation4) Multiple experiences

Emotional Intelligence Emotional Intelligence: the ability to cope, empathize with others and be self-motivated.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Five Approaches to Leadership

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

The Traits of Emotional Intelligence

Emotional Intelligence

1. Self-awareness

2. Self-management

4. Relationship management

3. Social awareness

Where Female Executives Do Better: A Scorecard

Skill Men Women

Motivating Others √√√√√

Fostering communication √√√√*

Producing high-quality work √√√√√

Strategic planning √√ √√*

Listening to others √√√√√

Analyzing issues √√ √√*

Behavioral Leadership Approaches

Behavioral Leadership Approaches: attempts to determine the distinctive styles used by effective leaders

The University of Michigan Leadership Model•Job-centered Behavior: managers pay more attention to the job and work procedures•Employee Centered Behavior: managers pay more attention to employee satisfaction and making work groups cohesive

Initiating Structure: leadership behavior that organizes and defines what group members should be doing

Consideration: leadership behavior that expresses concern for employees by establishing a warm, friendly, and supportive climate

Contingency Approach Contingency Approach effective leadership behavior depends on the situation at hand

Fiedler’s Approach Contingency Leadership Model determines correct match between leadership style and the

situation at hand

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The Ohio State Leadership Model

Task-oriented Leadership Is best under situations of high or low control

Relationship-oriented Is best under situations of moderate control

Country club 1,9

Team 9,9

Middle-of-the-road 5,5

Impoverished 1,1

Task 9,1

High

LowLow High

Concern for production

Con

cern

for

peo

ple

The Leadership Grid Model

Path-goal Leadership Model holds that the effective leader clarifies paths through which subordinates can achieve goals, both organizational and personal

Clarifying the paths Removing barriers Increasing opportunities for personal satisfaction

Situational Leadership Situational Leadership Theory leadership behavior reflects how leaders should adjust their

leadership style according to the readiness of the followers Readiness the extent to which a follower possesses the ability and willingness to complete a task

Full Range Leadership: From Laissez-Faire, Through Transactional, toTransformational Full range leadership: suggests that leadership behavior varies along a full range of leadership

styles, from laissez-faire, through transactional leadership, to transformational leadership. Transactional leadership: focusing on clarifying employees’ roles and task requirements and

providing rewards and punishments contingent on performance. Transformational leadership: transforms employees to pursue organizational goals over self-

interests.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Path-Goal Leadership

SellingS2

Explain decisions and provide

opportunity forclarification

ParticipatingS3Share ideas andfacilitate in decision making

Follower-Directed Leader-DirectedFollower-Directed Leader-Directed

LowLow

LowLow

HighHigh

HighHigh

Leader BehaviorLeader Behavior

Task BehaviorTask Behavior

Follower ReadinessFollower ReadinessHighHigh Moderate Moderate Low Low R4 R4 R3 R3 R2 R2 R1R1

Rel

atio

nshi

p B

ehav

ior

Rel

atio

nshi

p B

ehav

ior

(sup

port

ive

beh

avio

r)(s

uppo

rtiv

e be

hav

ior)

DelegatingS4

Turn overresponsibility for

decisions andimplementation

TellingS1

Provide specificinstructions and closelysupervise performance

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Hersey & Blanchard’s Situational Leadership Model

Servant Leaders focus on providing increased service to others—meeting the goals of both the followers and the organization—rather than themselves

Ten Characteristics of Servant Leadership1) Focus on listening2) Ability to empathize with others’ feelings3) Focus on healing the suffering4) Self-awareness of strengths and weaknesses5) Use of persuasion rather than positional authority to influence others6) Broad-based conceptual thinking7) Ability to foresee future outcomes8) Belief that they are stewards of their employees and resources9) Commitment to the growth of people10) Drive to build community within and outside the organization

Shared Leadership Shared leadership: is a simultaneous, ongoing, mutual influence process in which people

share responsibility for leading.

Leading for Loyalty1) Preach what you practice2) Play to win-win3) Be picky4) Keep it simple5) Reward the right results6) Listen hard, talk straight

Servant Leadership

Level 5 Leadership

Level 4: Effective Leader

Level 3: Competent Manager

Level 2: Contributing Team Member

Level 5: Executive

Level 1: Highly Capable Individual

Six Secrets to Successful E-Leaders1. Create the future rather than a better status quo2. Create a teachable vision3. Follow a strategy your customers set, not you4. Foster a collaborative culture5. Think globally6. Thrive on information