1. Managing Leadership and Influence Processes
Chapter Seventeen
Managing Leadership and Influence Processes

2. Learning Objectives
After studying this chapter, you should be able to:
Describe the nature of leadership and relate leadership to management.
Discuss and evaluate the two generic approaches to leadership.
Identify and describe the major situational approaches to leadership.
Identify and describe three related approaches to leadership.
Describe three emerging approaches to leadership.
Discuss political behavior in organizations and how it can be managed.
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3. The Nature of Leadership
The Meaning of Leadership
Process: what leaders actually do.
Using noncoercive influence to shape the group’s or organization’s goals.
Motivating others’ behavior toward goals.
Helping to define organizational culture.
Property: who leaders are.
Characteristics attributed to individuals perceived to be leaders.
Leaders
People who can influence the behaviors of others without having to rely on force.
People who are accepted as leaders by others.
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4. Table 17.1: Kotter’s Distinctions Between Management and Leadership
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5. The Nature of Leadership (cont’d)
Power and Leadership
Power is the ability to affect the behavior of others.
Legitimate power is granted through the organizational hierarchy.
Reward power is the power to give or withhold rewards.
Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat.
Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
Expert power is derived from the possession of information or expertise.
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6. The Nature of Leadership (cont’d)
Using Power
Legitimate request
A subordinate’s compliance with a manager’s request because the organization has given the manager the right to make the request.
Instrumental compliance
A subordinate complies with a manager’s request to get the rewards that the manager controls.
Coercion
Threatening to fire, punish, or reprimand subordinates if they do not do something.
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7. The Nature of Leadership (cont’d)
Using Power (cont’d)
Rational persuasion
Convincing subordinates that compliance is in their own best interest.
Personal identification
Using the superior’s referent power over a subordinate to shape his behavior.
Inspirational appeal
Influencing a subordinate’s behavior through an appeal to a set of higher ideals or values (e.g., loyalty).
Information distortion
Withholding or distorting information (which may create an unethical situation) to influence subordinates’ behavior.
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8. Generic Approaches to Leadership
Leadership Traits Approach
Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify leaders and as a tool for predicting who would become leaders.
The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded as leaders.
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9. Leadership Behaviors Michigan Studies (Rensis Likert)
Identified two forms of leader behavior
Job-centered behavior
Employee-centered behavior
The two forms of leader behaviors were considered to be at opposite ends of the same continuum and similar to (respectively) Likert’s System 1 and System 4 of organizational design.
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10. Leadership Behaviors (cont’d)
Ohio State Studies
Did not interpret leader behavior as being one-dimensional as did the Michigan State studies.
Identified two basic leadership styles that can be exhibited simultaneously:
Initiating-structure behavior
Consideration behavior
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11. Leadership Behaviors (cont’d)
Ohio State Studies (cont’d)
Initial assumption of the research was that leaders who exhibit high levels of both behaviors would be most effective leaders.
Subsequent research indicated that:
Employees of supervisors ranked high on initiating structure were high performers, but had low levels of satisfaction and had higher absenteeism.
Employees of supervisors ranked high on consideration had low- performance ratings, but had high levels of satisfaction and had less absenteeism.
Other situational variables make consistent leader behavior predictions difficult.
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12. Figure 17.1: The Leadership Grid
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13. Situational Approaches to Leadership
Situational Models of Leader Behavior
Assume that:
Appropriate leader behavior varies from one situation to another.
Key situational factors that are interacting to determine appropriate leader behavior can be identified.
Leadership Continuum (Tannenbaum and Schmidt)
Variables influencing the decision-making continuum:
Leader’s characteristics
Subordinates’ characteristics
Situational characteristics
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14. Figure 17.2: Tannenbaum and Schmidt’s Leadership Continuum
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15. Situational Approaches to Leadership (cont’d)
LPC Theory (Fiedler)
The appropriate style of leadership varies with situational favorableness (from the leader’s viewpoint).
Least preferred coworker (LPC)
The measuring scale that asks leaders to describe the person with whom they are least able to work well.
High LPC scale scores indicate a relationship orientation; low LPC scores indicate a task orientation on the part of the leader.
Contingency variables determining situational favorableness:
Leader-member relations
Task structure
Position Power
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16. Figure 17.3: The Least-Preferred Coworker Theory of Leadership
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17. Situational Approaches to Leadership (cont’d)
Path-Goal Theory (Evans and House)
The primary functions of a leader are:
To make valued or desired rewards available in the workplace
To clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards
Leader Behaviors:
Directive leader behavior
Supportive leader behavior
Participative leader behavior
Achievement-oriented leader behavior
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18. Figure 17.4: The Path-Goal Framework
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19. Situational Approaches to Leadership (cont’d)
Vroom Decision Tree Approach
Attempts to prescribe a leadership style appropriate to a given situation.
Basic Premises:
Subordinate participation in decision making depends on the characteristics of the situation.
No one decision-making process is best for all situations.
After evaluating problem attributes, a leader can choose a path on the decision trees that determines the decision style and specifies the amount of employee participation.
Decision significance
Decision Timeliness
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20. Situational Approaches to Leadership (cont’d)
Vroom Decision Tree Approach (cont’d)
Decision-Making Styles
Decide
Consult (individually)
Consult (group)
Facilitate
Delegate
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21. Figure 17.5: Vroom’s Time-driven Decision Tree
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22. Figure 17.6: Vroom’s Development-driven Decision Tree
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23. Situational Approaches to Leadership (cont’d)
The Leader-Member Exchange (LMX) Approach
Stresses the importance of variable relationships between supervisors and each of their subordinates.
Vertical dyads
Leaders form unique independent relationships with each subordinate (dyads) in which the subordinate becomes a member of the leader’s out-group or in-group.
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24. Related Approaches to Leadership (cont’d)
Charismatic Leadership (House)
Charisma, an interpersonal attraction that inspires support and acceptance, is an individual characteristic of a leader.
Charismatic persons are more successful than non-charismatic persons.
Charismatic leaders are:
Self-confident
Have a firm conviction in their belief and ideals
Possess a strong need to influence people
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25. Related Approaches to Leadership (cont’d)
Charismatic Leadership (cont’d)
Charismatic leaders in organizations must be able to:
envision the future, set high expectations, and model behaviors consistent with expectations.
energize others through a demonstration of excitement, personal confidence, and patterns of success.
enable others by supporting them, by empathizing with them, and by expressing confidence in them.
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26. Related Approaches to Leadership (cont’d)
Transformational Leadership
Leadership that goes beyond ordinary expectations, by transmitting a sense of mission, stimulating learning, and inspiring new ways of thinking.
Seven keys to successful leadership
Trusting in one’s subordinates
Developing a vision
Keeping cool
Encouraging risk
Being an expert
Inviting dissent
Simplifying things
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27. Political Behavior in Organizations
The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.
Common Political Behaviors
Inducement
Persuasion
Creation of an obligation
Coercion
Impression management
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28. Political Behavior in Organizations (cont’d)
Managing Political Behavior
Be aware that even if actions are not politically motivated, others may assume that they are.
Reduce the likelihood of subordinates engaging in political behavior by providing them with autonomy, responsibility, challenge, and feedback.
Avoid using power to avoid charges of political motivation.
Get disagreements and conflicts out in the open so that subordinates have less opportunity to engage in political behavior.
Avoid covert behaviors that give the impression of political intent even if none exists.
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29. Key Terms leadership leaders power legitimate power reward power
coercive power
referent power
expert power
job-centered leader behavior
employee-centered leader behavior
initiating-structure behavior
consideration behavior
concern for production
concern for people
least-preferred coworker (LPC) measure
path-goal theory
Vroom’s decision tree approach
Leader-member exchange (LMX) model
Substitutes for leadership
charismatic leadership
charisma
transformational leadership
strategic leadership
political behavior
impression management
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