We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byAdrien Scarr
Modified about 1 year ago
Chapter Eleven Leadership and Influence Processes
Copyright © Houghton Mifflin Company. All rights reserved.11-2 Chapter Objectives Characterize leadership as influence. Discuss influence-based approaches to leadership. Describe key leadership substitutes. Explain power in organizations. Discuss power and organizational politics. Describe impression management.
Copyright © Houghton Mifflin Company. All rights reserved.11-3 Leadership as Influence Influence is the ability to affect the perceptions, attitudes, or behaviors of others. It is the cornerstone of the leadership process.
Copyright © Houghton Mifflin Company. All rights reserved.11-4 Influence-Based Approaches to Leadership Transformational Leadership –The set of abilities that allows the leader to recognize the need for change, create a vision to guide that chance, and execute the change effectively Charismatic Leadership –A type of influence based on the leader’s personal charisma
Copyright © Houghton Mifflin Company. All rights reserved.11-5 Figure 11.1: The Charismatic Leader
Copyright © Houghton Mifflin Company. All rights reserved.11-6 Leadership Substitutes: Can Leadership Be Irrelevant? Leadership Substitutes –Individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance. –Unlike traditional theories, which assume hierarchical leadership is always important, the premise of the leadership substitutes perspective is that leader behaviors are irrelevant in many situations.
Copyright © Houghton Mifflin Company. All rights reserved.11-7 Examples of Leadership Substitutes Individual Characteristics – Ability – Experience – Training – Knowledge – Need for independence – Professional orientation – Indifference towards organizational rewards
Copyright © Houghton Mifflin Company. All rights reserved.11-8 Examples of Leadership Substitutes (continued) Task Characteristics –A high degree of structure –Frequent feedback –Intrinsic satisfaction Organizational Characteristics –Explicit plans and goals –Rules and procedures –Cohesive work group –A rigid reward structure –Physical distance between supervisor and subordinate
Copyright © Houghton Mifflin Company. All rights reserved.11-9 Superleadership –Occurs when a leader gradually and purposefully turns over power, responsibility, and control to a self-managing work group –When a team-based management approach is implemented, a superleader can alter his or her own personal style and become more of a coach or facilitator than a supervisor.
Copyright © Houghton Mifflin Company. All rights reserved.11-10 Power in Organizations Power is the potential ability of a person or group to exercise control over another person or group. Difference Between Power and Influence –Power is distinguished from influence due to the element of control. Considerable differences of option exist about how thoroughly power pervades in organizations. Some people argue that virtually all interpersonal relations are influenced by power; others believe exercise of power is confined to only certain situations.
Copyright © Houghton Mifflin Company. All rights reserved.11-11 Bases of Power Legitimate Power –Granted by virtue of one’s position in the organization –Managers have legitimate power over their subordinates. Reward Power –The extent to which a person controls rewards that another person values, such as: Pay Promotions Work assignments
Copyright © Houghton Mifflin Company. All rights reserved.11-12 Bases of Power (continued) Coercive Power –The extent to which a person has the ability to punish or physically or psychologically harm another –The use of coercive power carries a considerable cost in terms of employee resentment and hostility. Expert Power –The extent to which a person controls information that is valuable to others Expert power can reside in many niches in an organization; it transcends positions and jobs.
Copyright © Houghton Mifflin Company. All rights reserved.11-13 Bases of Power (continued) Referent Power –Exists when one person wants to be like or imitates someone else –Similar to the concept of charisma in that it often involves trust, similarity, acceptance, affection, willingness to follow, and emotional involvement Position Power –Resides in the position regardless of who is filling it –Legitimate, reward, and some aspects of coercive and expert power can all contribute to position power Position power is similar to authority
Copyright © Houghton Mifflin Company. All rights reserved.11-14 Bases of Power (continued) Personal Power –Resides in the person regardless of the position he or she holds –The primary bases of personal power are referent and some traces of expert, coercive, and reward power. –Charisma may also contribute to personal power.
Copyright © Houghton Mifflin Company. All rights reserved.11-15 Figure 11.2: Position Power and Personal Power
Copyright © Houghton Mifflin Company. All rights reserved.11-16 The Uses of Power in Organizations Commitment –A result of a leader’s exercise of power and the subordinate’s acceptance and identification with the leader Compliance –A subordinate’s willingness to comply with the leader’s wishes as long as doing so will not require extra effort Resistance –A result of the subordinate’s rejection of the leader and refusal to cede the leader’s wishes
Copyright © Houghton Mifflin Company. All rights reserved.11-17 Organizational Politics Organizational Politics is a concept closely related to power in organizational settings in politics or political behavior. –Consists of activities people perform to acquire, enhance, and use power and other resources to obtain their preferred outcomes in a situation of uncertainty or disagreement. –Political behavior is the general means by which people attempt to obtain and use power.
Copyright © Houghton Mifflin Company. All rights reserved.11-18 The Pervasiveness of Political Behavior Managers see political behavior as an undesirable but unavoidable facet of organizational life. Political behavior can serve both ethical and unethical purposes.
Copyright © Houghton Mifflin Company. All rights reserved.11-19 Managing Political Behavior Reasons for Political Behavior: –Ambiguous goals –Scarce resources –Technology and environment –Non-programmed decisions –Organizational chance
Copyright © Houghton Mifflin Company. All rights reserved.11-20 Managing Political Behavior (continued) The Techniques of Political Behavior: –Controlling as much information as possible –Using outside experts –Controlling the agenda –Game playing –Building coalitions –Controlling decision parameters
Copyright © Houghton Mifflin Company. All rights reserved.11-21 Managing Political Behavior (continued) Limiting the Effects of Political Decisions –The techniques for checking political activity target: The reasons it occurs in the first place The specific techniques people use for political gains. Examples include: –Open communication –Reducing uncertainty –Applying the adage “forewarned is forearmed”
Copyright © Houghton Mifflin Company. All rights reserved.11-22 Impression Management –A direct and intentional effort to enhance one’s own image in the eyes of others Reasons for Engaging in Impression Management: –To further and enhance their career prospects –To boost their own self-esteem –To acquire more power and control
Microsoft ® PowerPoint Presentation to Accompany Organizational Behavior SEVENTH EDITION Gregory Moorhead and Ricky W. Griffin.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-1 # Copyright © 2015 Pearson Education, Inc. Leadership and Decision Making 9.
PowerPoint Presentation by Charlie Cook The University of West Alabama Business Essentials Ronald J. Ebert Ricky W. Griffin People in Organizations 33.
10-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Business Essentials 9e Ebert/Griffin Leadership and Decision Making chapter nine.
Leaders and Leadership Chapter Ten Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
1 Leading. The set of steps used to get organizational members to work together to advance the interests (goals) of the organization 2.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2007 Prentice Hall, Inc. All rights reserved.9–1 Chapter 9 Leadership and Decision Making.
Chapter Nine Leadership and Decision Making. After reading this chapter, you should be able to: 1.Define leadership and distinguish it from management.
Leadership chapter fourteen Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership Chapter 14. The Nature of Leadership Leadership: The process by which a person exerts influence over others and inspires, motivates and directs.
1 Chapter 12 Leadership Power and Influence. 2 Chapter Objectives Use power and politics to help accomplish important organizational goals. Practice aspects.
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter fourteen.
Chapter 10 Leaders and Leadership. Learning Objectives Explain what leadership is, when leaders are effective and ineffective, and the sources of power.
Slide content created by Charlie Cook, The University of West Alabama Copyright © Houghton Mifflin Company. All rights reserved. Chapter Seventeen Managing.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 10 Leaders and Leadership.
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10 Leaders and Leadership.
McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Fourteen Leadership.
© 2006 Prentice Hall CHAPTER TWO LEADERSHIP BEHAVIORS AND PROCESSES 2-1.
© 2005 Prentice-Hall 11-1 Power and Politics Chapter 11 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Leadership and Decision Making chapter nine. Major Topics: 1.What is leadership and distinguish it from management. 2.Some early approaches to the study.
9 chapter Business Essentials, 8 th Edition Ebert/Griffin Leadership and Decision Making PowerPoint Presentation prepared by Carol Vollmer Pope Alverno.
LEADERSHIP 1 Leadership The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group.
Leadership Organizational Behaviour Social Behaviour.
Influence, Power, and Politics in Organizations Chapter 12.
According to Kurt Lewin “ The possibility of inducing forces of a certain magnitude on other persons”. Power is to be treated as a capacity that A.
Leadership Lecture 11. Leadership definitions Leadership can be defined as a process or property; As a process, it is the influence to shape the group’s.
9 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Leadership and decision- making PowerPoint Presentation prepared.
Chapter 14 Leadership. MGMT 321 – Chapter 142 The Nature of Leadership Leadership –Exerting influence over others –Inspiring, motivating and directing.
Copyright © Houghton Mifflin Company. All rights reserved.5-1 Chapter 5 Ethical Decision Making and Ethical Leadership.
Adeyl Khan, Faculty, BBA, NSU Managing Leadership and Influence Processes.
12-1 Power and Politics Sias International University May 21, 2012 Chapter 14 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
1 Leadership Power and Influence. 2 “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.
Chapter 12 Power and Influence in the Workplace Chris Estrada Tom Quach.
Leadership McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter 5.
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© Prentice Hall 2006 CHAPTER EIGHT CHARISMATIC LEADERSHIP BEHAVIOR 8-1.
Human Resource Management Lecture-37. Summary of Lecture-36.
Leadership & Sources of Power Are you a leader link?
McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Chapter Power, Politics, and Empowerment 10.
Unit 3: Leading Nature of Leadership. What is the nature of leadership? Leadership. The process of inspiring others to work hard to accomplish important.
Power, Politics, and Influence Fundamentals of Organizational Behavior 2e Andrew J. DuBrin PowerPoint Presentation by Charlie Cook Chapter 11.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 1-1 CHAPTER 1 Introduction: The Nature of Leadership.
Chapter Leadership © 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Learning Objectives After studying the chapter,
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 9 Power and Politics.
© 2017 SlidePlayer.com Inc. All rights reserved.