1. Microsoft® PowerPoint Presentation to Accompany
Organizational Behavior
SEVENTH EDITION
Gregory Moorhead and Ricky W. Griffin

2. Leadership and Influence Processes
Chapter 14
Leadership and Influence Processes

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Learning Objectives
Discuss influence and relate it to leadership in organizations.
Identify and describe two influence-based approaches to leadership.
Identify and discuss leadership substitutes in organizations.
Describe the nature of power; identify and discuss various types of power, and explain how to use different kinds of power.
Discuss politics and political behavior and their role in organizations.
Describe impression management and how people use it to influence others.
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4. Leadership as Influence
Influence is the cornerstone of leadership.
A person’s effectiveness in affecting the perceptions, attitudes, and behaviors of others is the ultimate determinant of whether she or he is really a leader.
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5. Influence-Based Approaches to Leadership
Transformational Leadership
The abilities that allow a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively.
Transactional Leadership
Essentially the same as management, in that it involves routine work-related activities for the purposes of stability.
Charismatic Leadership
A type of influence based on the leader’s personal charisma – a form of interpersonal attraction that inspires support and acceptance.
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6. Figure 14.1 The Charismatic Leader
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7. Leadership Substitutes: Can Leadership Be Irrelevant?
Are individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance.
If certain factors are present, the employee will perform his or her job capably without the direction of a leader.
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8. Workplace Substitutes: Neutralizing Leader Behaviors
Individual characteristics
Ability
Experience
Training
Knowledge
Need for independence
Professional orientation
Indifference toward organizational rewards
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9. Workplace Substitutes: Neutralizing Leader Behaviors [continued]
Task characteristics
A high degree of structure
Frequent feedback
Intrinsic satisfaction
Organizational characteristics
Explicit plans and goals
Rules and procedures
Cohesive work groups
A rigid reward structure
Physical distance between supervisor and subordinate
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Superleadership
Superleadership
Occurs when a leader gradually turns over power, responsibility, and control to a self-managed work group.
When team-based management is implemented, a superleader can alter his or her own personal style and become more of a coach or facilitator than a supervisor.
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11. Power in Organizations
The Nature of Power
Power is the potential ability of a person or group to exercise control over another person or group.
Bases of Power
Legitimate Power
Power granted by virtue of one’s position in the organization. Managers have legitimate power over their subordinates simply because of the formal positions they hold.
Reward Power
The extent that a person controls rewards another person values. Examples of organizational rewards are pay, promotions, and work assignments.
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Types of Power
Bases of Power
Coercive Power
The extent to which a person can punish or physically or psychologically harm someone else. Its use carries a considerable cost in terms of employee resentment and hostility.
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13. Types of Power [continued]
Expert Power
The extent to which a person controls information that is valuable to someone else. Expert power can reside in many organizational niches; it transcends positions and jobs.
Referent Power
Exists when one person wants to be like someone else or imitates someone else. Similar to charisma. it often involves trust, similarity, acceptance, affection, willingness to follow, and emotional involvement.
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14. Types of Power: Position Versus Personal Power
Position Power
Power residing in the position, regardless of who holds the job. Legitimate, reward, and some aspects of coercive and expert power can all contribute to position power.
Personal Power
Power that resides with an individual, regardless of his or her position in the organization. The primary bases of personal power are referent and some traces of expert, coercive, and reward power.
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15. Figure 14.2 Position Power and Personal Power
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16. The Uses of Power in Organizations: Three Follower Outcomes
Commitment
Results from a leader’s exercise of power and the subordinate’s acceptance and identification with the leader.
Compliance
Is a subordinate’s willingness to comply with the leader’s wishes so long as the subordinate is not inconvenienced.
Resistance
Arises from the subordinate’s rejection of the leader and refusal to cede to the leader’s wishes.
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17. Table 14.1 Uses and Outcomes of Power
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18. Table 14.1 Uses and Outcomes of Power [continued]
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19. Table 14.2 Guidelines for Using Power
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20. Table 14.2 Guidelines for Using Power [continued]
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21. Politics and Political Behavior
Organizational Politics
Activities people perform to acquire, enhance, and use power and resources to obtain their preferred outcomes in a situation where there is uncertainty or disagreement.
The Pervasiveness of Political Behavior
Managers see political behavior as an undesirable but unavoidable facet of organizational life.
Political behavior may be ethical and appropriate under certain circumstances:
If it respects the rights of all affected parties.
If it results in justice that is fair and equitable.
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22. Figure 14.3 A Model of Ethical Political Behavior
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23. Politics and Political Behavior
Managing Political Behavior
Requires a basic understanding of three factors:
The reasons for political behavior.
Common techniques for using political behavior.
Strategies for limiting the effects of political behavior.
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24. Politics and Political Behavior [continued]
Limiting the Effects of Political Behavior:
Open communication.
Reduce uncertainty.
Apply the adage “forewarned is forearmed.”
Simply being aware of the causes and techniques of political behavior can help a manager check their effects.
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Figure 14.4 Uses of Political Behavior: Reasons, Techniques, and Possible Consequences
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26. Impression Management in Organizations
Is a direct and intentional effort by someone to enhance his or her own image in the eyes of others.
Reasons for Impression Management
To further and enhance their career prospects.
To boost their own self-esteem.
To acquire more power and control.
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