1. Influence, Power, and Leadership
Chapter Fourteen
Influence, Power, and Leadership
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2. Chapter Objectives
Identify and describe eight generic influence tactics used in modern organizations.
Identify the five bases of power and explain what it takes to make empowerment work.
Explain the concept of emotional intelligence in terms of Goleman’s four leadership traits.
Summarize what the Ohio State model has taught managers about leadership.
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3. Chapter Objectives (cont’d)
Describe the path-goal theory of leadership and explain how the assumption on which it is based differs from the assumptions on which Fiedler’s contingency theory is based.
Describe the transformational leader and explain Greenleaf’s philosophy of the servant leader.
Identify the two key functions that mentors perform and explain how a mentor can develop a junior manager’s leadership skills.
Explain the management of antecedents and consequences in behavior modification.
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4. Influence Tactics in the Workplace
Any attempt by a person to change the behavior of superiors, peers, or lower-level employees
Is not inherently good or bad
Can be used for purely selfish reasons
Can be used to subvert organizational objectives
Can be used to enhance organizational effectiveness
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5. Eight Generic Influence Tactics
Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics
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6. Table 14.1: Use of Generic Organizational Influence Tactics
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7. Power
What Is Power?
The ability to marshal the human, informational, and material resources to get something done
Power has an effect on:
Decisions
Behavior
Situations
Types of power
Power over: The ability to dominate
Power to: The ability to act freely
Power from: The ability to resist the demands of others
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8. Figure 14.1: The Relationship Between Authority and Power
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9. Five Bases of Power Reward power: Gaining compliance through rewards
Coercive power: Gaining compliance through threats or punishment
Legitimate power: Gaining compliance on the basis of one’s formal position
Referent power: Gaining compliance based on charisma or personal identification
Expert power: Gaining compliance based on the ability to dispense valued information
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10. Empowerment
Empowerment is making employees full partners in the decision-making process and giving them the necessary tools and rewards.
Power is viewed as an unlimited resource.
Traditional authoritarian managers feel threatened.
Threats to Empowerment
Dishonesty
Untrustworthiness
Selfishness
Inadequate skills
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11. Leadership Leadership Defined Formal Leadership Informal Leadership
The process of inspiring, influencing, and guiding others to participate in a common effort
Formal Leadership
The process of influencing others to pursue official organizational objectives
Informal Leadership
The process of influencing others to pursue unofficial objectives that may or may not serve the organization’s interests
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12. Table 14.2: Lead or Manage? Good Leaders Must Do Both
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13. Figure 14.2: The Evolution of Leadership Theory
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14. Trait Theory of Leadership
The search for universal traits possessed by all leaders
An early trait profile found moderate agreement on five traits:
Intelligence
Scholarship
Reliability in exercising responsibilities
Social participation
Socioeconomic status
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15. A Modern Trait Profile: Leaders with Emotional Intelligence
Emotional Intelligence (EI): The ability to monitor and control one’s emotions and behavior in complex social settings
Leadership Traits Associated with EI
Self-awareness
Self-management
Social awareness
Relationship management
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16. Male Versus Female
The Controversy over Male and Female Leadership Traits
Rosener’s research: Female leaders are better at sharing power and information.
Later research found no significant differences in the leadership styles of men and women.
Women did not fit the female stereotype.
Men did not fit the male stereotype.
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17. Behavioral Styles Theory of Leadership
During World War II, researchers studied the patterns of leader behaviors (leadership styles) rather than who the leader was (traits).
Democratic style
Authoritarian style
Laissez-faire (hands-off) style
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18. Table 14.3: The Three Classic Styles of Leadership
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19. The Ohio State Model
Initiating structure: Leader’s efforts to get things organized and to get things done
Consideration: The degree of trust, friendship, respect, and warmth that the leader extends to subordinates
Four Leadership Styles
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration
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20. Figure 14.3: Basic Leadership Styles from the Ohio State Study
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21. Figure 14.4: Blake and McCanse’s Leadership Grid®
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22. Situational Theories of Leadership (cont’d)
House’s Updated Path-Goal Theory
Derived from expectancy motivation theory
Effective leaders enhance employee motivation by:
Clarifying perceptions of work goals
Linking rewards to goal attainment
Explaining how goals and rewards can be achieved
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23. Situational Theories of Leadership (cont’d)
Path-Goal Theory: Leader Behavior Categories
Path-goal clarifying behaviors
Achievement-oriented behaviors
Work facilitation behaviors
Supportive behaviors
Interaction facilitation behaviors
Group decision behaviors
Networking behaviors
Value-based behaviors
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24. Transformational Leadership Theory
Capable of charting new courses for their organization
Visionaries who challenge people to do exceptional things, above and beyond the plan
Transactional leaders
Monitor people so they do the expected, according to plan in order to maintain the status quo
Get people to do things by offering a reward or threatening them with a punishment
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25. Table 14.4: Transactional versus Transformational Leaders
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26. Practical Intelligence (Sternberg)
The ability to solve everyday problems by utilizing knowledge gained from experience
Changing oneself (adaptation)
Changing the work environment (shaping)
Finding a new work environment (selection)
Skills acquired:
Managing oneself
Managing others
Managing tasks
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27. The Servant Leader (Greenleaf)
An ethical person who puts others—not herself or himself—in the foreground
His/her first role is as a servant who:
Has a clear sense of purpose in life
Is a good listener
Is trustworthy
Accepts others at face value
Improves the world through self improvement
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28. Mentoring Learning from a Mentor Dynamics of Mentoring
Mentor: Someone who develops another person through tutoring, coaching, and guidance
Dynamics of Mentoring
Serving as a career enhancement tool
Providing psychological and social support
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29. Table 14.5: Mentors Serve Two Important Functions
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30. Behavior Modification
Behaviorism
The belief that observable behavior is more important than inner states (needs, motives, or expectations)
Operant Conditioning
The study of how behavior is controlled by the surrounding environment
Behavior Modification
The systematic management of environmental factors to get people to do the right things more often and the wrong things less often
Managing the antecedents and/or consequences of observable behavior
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31. Managing Antecedents
Antecedent: An environmental cue for a specific behavior to be exhibited
Cue control: Controlling the presentation of cues to elicit the desired behaviors at specific places and times
Managing antecedents is a way of encouraging good performance.
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32. Table 14.6: Managing Antecedents
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33. Managing Consequences
Positive reinforcement: Encouraging a behavior with a pleasing consequence
Negative reinforcement: Encouraging a behavior by immediately withdrawing or terminating a displeasing consequence
Extinction: Discouraging a behavior by ignoring it
Punishment: Discouraging a behavior by the immediate presentation of an undesirable consequence or the withdrawal of something desirable
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34. Behavior Modification (cont’d)
Positively Reinforce What Is Right About Job Performance
Build up desirable job behaviors by reinforcing the desirable counterpart to an undesirable behavior.
Focus on the positive aspects of job performance.
Schedule Reinforcement Appropriately
Continuous reinforcement: Rewarding every instance of a behavior
Intermittent reinforcement: Rewarding some, but not all, instances of a behavior; the most effective form of reinforcement
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35. Summary
Influence is fundamental to management because individuals must be influenced to pursue collective objectives.
The five basic types of power are reward, coercive, legitimate, referent, and expert power.
Formal leadership consists of influencing relevant others to voluntarily pursue organizational objectives. Informal leadership can work for or against the organization.
Researchers who differentiated among authoritarian, democratic, and laissez-faire leadership styles concentrated on leader behavior rather than personality traits.
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36. Summary (cont’d)
Situational-leadership theorists believe there is no single best leadership style; rather, different situations require different styles.
In contrast to transactional leaders who maintain the status quo, transformational leaders are visionary, charismatic leaders dedicated to change.
Mentors help develop less experienced people by fulfilling career and psychosocial functions.
Behavior modification (B. Mod.) is the practical application of Skinner’s operant conditioning principles.
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37. Terms to Understand Influence Power Reward power Coercive power
Legitimate power
Referent power
Expert power
Empowerment
Leadership
Formal leadership
Informal leadership
Emotional intelligence
Transformational leader
Mentor
Behaviorism
Behavior modification
Antecedent
Positive reinforcement
Continuous reinforcement
Intermittent reinforcement
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.