Presentation on theme: "Leadership Power and Influence"— Presentation transcript:
1 Leadership Power and Influence Chapter 12Leadership Power and Influence
2 Chapter ObjectivesUse power and politics to help accomplish important organizational goals.Practice aspects of charismatic leadership by pursuing a vision or idea that you care deeply about and want to share with others.Apply the concepts that distinguish transformational from transactional leadership.Identify types and sources of power in organizations and know how to increase power through political activity.Use the influence tactics of rational persuasion, friendliness, reciprocity, developing allies, direct appeal, and scarcity.
3 “If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out all right. But when he thinks that he is the cause of the power, that can be his ruination.” Harry S. Truman
4 Transactional and Transformational Leadership 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.
5 Transformational Leadership Develops followers into leadersElevates concerns to higher level psychological needsInspires followers to go beyond their own self-interestsPaints a vision of desired future state and how the change is worth the effort
6 Transformational Leadership Can communicate complex ideas in a compelling mannerAct in unconventional mannersInspire faithEarn trust by willingly incurring great personal riskSource of influence is from personal characteristics
7 Charismatic LeadersLeaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.
8 Black Hat of Charisma Used for self serving purposes Deception, manipulation and exploitation of othersPersonalized behavior
9 Power and Influence Power Influence The ability of one person or department in an organization to influence other people to bring about desired outcomesInfluenceThe effect a person’s actions have on the attitudes, values, beliefs, or actions of others
10 Ex.12.2 Five Types of Leader Power LegitimateRewardCoerciveExpertReferentPosition PowerPersonal Power
11 Legitimate PowerAuthority granted from a formal positions in an organization.Rights, responsibilities and prerogatives accrue to anyone holding a formal leadership positionSet goals, make decisions and direct activities
12 Reward Power Authority to bestow rewards on other people Appointed leaders may have access to rewards such as pay increases, promotions, physical resourcesInfluences subordinate’s behavior
13 Coercive Power Authority to punish or recommend punishment Opposite of reward powerRight to fire, demote, criticize, reprimand or withdraw pay raises
14 Expert Power Results from special knowledge or skill Followers go along with recommendations because of his/her superior knowledgeUsually gained from experience
15 Referent PowerComes from personality characteristics that command identification, respect and admirations so that others want to emulate the personDependent on personal characteristics rather than titleStrong identification with leader
16 Ex. 12.3 Responses to the Use of Power Position PowerPersonal Powerappropriate useexcessive useComplianceResistanceCommitment
17 DependencyIf a person has control over a resource that is desired, he/she gains powerInformationCooperationResources
18 Ex. 12.4 Characteristics That Affect Dependency and Power in Organizations Leader has control over:Leader has control over:Resources seen as unimportantResources seen as very importantImportanceWidely available resourcesScarcityScarce resourcesResources with acceptable substitutesNonsubstitutabilityResources with no substitutesLow dependency on leader = lower powerHigh dependency on leader = higher power
19 Ex. 12.5 Strategic Contingencies that Affect Leader Power in Organizations Interdepartmental DependencyControl over InformationIncreased PowerOrganizational CentralityCoping with Uncertainty
20 PoliticsActivities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices
21 Political ActivityImpression management – people seek to control how others perceived themExecutive presence – the impact you have when walk into a room
22 Ex. 12.6 Seven Principles for Asserting Leader Influence Use rational persuasionMake people like youRely on the rule of reciprocityDevelop alliesAsk for what you wantRemember the principle of scarcityExtend formal authority with expertise and credibility
23 Ex. 12.7 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?Ethical Choice