Leading in a Changing

World –M005LON

Leading and Power

Unit: 6

• Apply to their analysis an understanding of the key tensions within

leadership and how it relates to other business themes such as

globalisation, strategy, innovation and organisational change

• Critically reflect upon personal experiences and aspirations around

leadership enabling them to develop originality in their own

leadership capabilities

• Explore the ethical relationships between leaders and followers

Module Learning Outcomes

Our working definitions:

Management is (Mullins, 2010:434):

• Getting work done through the efforts of other people

Leadership is (Yukl, 2010:26):

• The process of influencing others to understand and agree about

what needs to be done and how to do it

• And the process of facilitating individual and collective efforts to

accomplish shared objectives

Defining Management and Leadership

Power – Capacity of one party to influence another party (Yukl,

2010:199)

Control – Process for motivating and inspiring people to perform

organisational activities and monitoring activities to ensure they will

further the organisation’s goals (Mullins, 2010:803)

Authority – The rights, prerogatives, obligations, and duties

associated with particular positions in an organization or social system

(Yukl, 2010:199)

Key Terms

Yukl (2010)

The Influencing Process

Outcome of Influencing

Commitment

- Agreement and great effort

Compliance

- Apathy and minimal effort

Resistance

- Opposed and avoidance

Motive for Action

Instrumental Compliance

- Expects reward or punishment

Internalisation

- Committed to desirable proposal

Personal Identification

- Please and imitate role model

Reliability – Order – Stability

Benefits of CONTROL for individuals:

• Provide structure, definition and measurement of task performance

• Receive feedback about their performance

• Basis for reward systems based on performance

Individual Performance

Source:

Mullins (2010)

Organisational Performance

Source: Child (2005)

6 Strategies of Control

Personal &

CentralisedBureaucratic Output

Based on Etzioni (1975)

Power and Compliance

Organisational

Power

Coercive

- Threats and

sanctions

Remunerative

- Resources and

financial rewards

Normative

- Symbolic rewards

Individual

Involvement

Alienative

- Against their wishes

Calculative

- Promise of extrinsic

rewards

Moral

- Driven by values and

belief in goals

Individual

Feelings

Alienative

- Negative orientation

Calculative

- Negative or low

positive orientation

Moral

- High positive

orientation

Source:

French & Raven (1968)

Power and Flexibility

Power

Reward

Coercive

LegitimateReferent

Expert

Position

Charisma

Relationships

Information

Expertise

Punishment

Reward

7 Bases of Power

Source:

Center for Creative Leadership (2008)

Source:

Center for Creative Leadership (2008)

Future Priorities

Source: Mullins (2010)

Power and Empowerment

• In our next Knowledgecast, we will:

• Analyse current research on the role of leadership in relation to

managing change

• Critically evaluate techniques to address and overcome resistance

to change

• Critically evaluate an incident of strategic organisational change by

exploring the role of leadership

What are we going to cover next?

• Apply to their analysis an understanding of the key tensions within

leadership and how it relates to other business themes such as

globalisation, strategy, innovation and organisational change

– Debate the value of sources of power to lead diversity in global organisations

• Critically reflect upon personal experiences and aspirations around

leadership enabling them to develop originality in their own leadership

capabilities

– Evaluate the skills of leaders to engage and empower their teams

• Explore the ethical relationships between leaders and followers

– Appraise the use of control systems in influencing the efforts of others to

achieve organisational goals

Knowledgecast Summary

1. What are the success criteria for effective delegation?

2. What are the skills required for effective delegation

3. What prevents leaders from delegating?

4. What is the link between delegation and empowerment?

Seminar – Delegating & Empowerment

Using the case study Sporting Goods Store (Yukl, 2010:521), in

your groups prepare for your first coaching session with Bill, the

new manager.

1. How much of each type of power does Bill have at this time?

2. What influence tactics could be used in this situation to influence

Sally? Explain what Bill could say to Sally in the process of using

these tactics.

3. What should Bill do to improve store performance?

Group Activity – Coaching a New Manager