1. Leadership and Power in Organizations Chapter 13
Before I begin my discussion of the chapter, I would like to get your opinion on a couple of question…

2. Are Leaders Born or Made?
Do you consider yourself a leader or a follower?

3. Definition of Leadership
How would you define leadership?
a person in charge or the boss of other people
No one definition has been universally accepted
The main idea that runs through different definitions…
Leadership: influencing the following in other people
Attitudes
Beliefs
Behaviors
Feelings
How would you personally define leadership?
2. At the end state that there is a Problem: that doesn’t mean others will listen to him or her or even do what he or she says
-so just having the title of a boss, director, supervisor doesn’t mean they
effective leaders.
So, there are many people around us that have or do not have the title of a leader, but many look to him or her for guidance

4. French and Raven’s 5 Bases of Power
What is power?
The extent to which one person can influence another to do something
Expert
Referent
Legitimate
Reward
Coercive
Individuals by the name of French and Raven desrbied five bases of power one person has over another…in an organization you would refer to that relationship as of a supervisor to a subordinate.
Now, lets take a quick look at each power…

5. 1. Expert Power Supervisor’s special knowledge and expertise
So subordinates believe is more vital in this power rather than the expertise itself
Some people are better than others at appearing to be experts
Certain titles can enhance the perceived expert power (ex. doctor, Ph.D., Nobel Prize winner, etc.)
If one is perceived to be an expert then people tend to trust them more when it comes to being correct. For instance, when it comes to being ill with something terrible, we seek expertise, expertise makes as feel better…

6. 2. Referent Power
The extent to which the subordinate likes and identifies with the supervisor
This power can be developed through personal relationships
Also by raising the status of the supervisor
CEO celebrities: Michael Eisner of Disney Corporation and Ted Turner of Tuner Broadcasting
Isn’t it true that we are likely to be influenced by someone who we admire or like?

7. 3. Legitimate Power Job Title
Legitimate right or authority to be in charge
If the subordinate refuses to recognize the authority of that title, then the power does not exist
Just to refresh your memories…how many bases of power did I say there are? Okay, so lets go to the fourth one!

8. 4. Reward Power Rewards Bonuses Desirable job assignments Promotions
Raises
Ability of the supervisor to reward subordinates

9. 5. Coercive Power Punishments Disciplinary actions Fines Firing
Salary reduction
The ability of the supervisor to punish subordinates
Now that you’ve heard about the five different power bases…to those of you who are parents or older siblings…which power bases do you find works most effectively?
So in all French and Raven’s bases of power are concerned with the influence people have on one another in any setting…while

10. Yukl’s 3 Sources of Political Power
How does one achieve and maintain power?
Controlling Decisions
Being in the most powerful committee
Taking on the right tasks
Coalition Formation
Supporting each other’s positions
Co-optation
Diffuse another faction’s opposition by allowing its members to participate in the decision
…Yukl’s sources of political power are concerned specifically with power in organizations.
ex. of coalition formation…UN when drafting and trying to pass resolutions

11. Abuse of Power Negative side to power!
Power used to mistreat subordinates
Why?
Only way to get people to perform well
Enjoy wielding power over others
Examples: ethnic, racial, and sexual harassment

12. 6 Leadership Theories
Trait Approach: personal characteristics of a leader
Behavior Approach: which leader behaviors are effective
Leader-member exchange (LMX) and Transformation Approaches: relationship between subordinates and supervisors
Contingency and Path-goal Approach: good leadership is a function of the interplay of the person, the person’s behavior, and the situation
Now that we have looked at those authors lets briefly go over the different leadership theories presented in the chapter

13. Theory: Question Trait Approach: Behavior Approach:
“Who will make a good leader?”
Behavior Approach:
“What do good leaders do?”
Leader-member exchange and transformational:
“How does the interaction between subordinate and supervisor affect the subordinate’s behavior?”
Contingency and Path-Goal Approach:
“Under a given condition, who will be a good leader and what behavior is likely to be effective?”

14. Vroom-Yetton Model Five approaches Supervisor makes the decision
Supervisor gets info from subordinates and makes the decision
Supervisor discusses the problem with some subordinate and makes the decision
Supervisor discusses problem with all
Supervisor presents the problem and lets the subordinates decide
This theory is different from the 6 differently discussed. Rather than describing how the leadership process works, this a perspective model that indicates the supervisory approach that is expected to be most effective in a particular situation when making decisions. This model is created only for decision making and not for other aspects of supervisor behavior, such as generating solutions to problems or directing the activities of subordinates. So, this model can be used to help choose the way to handle a situation in which a decision must be made.

15. Leadership Women vs. Men
Reality: Women are still underrepresented at the higher levels of organizations
2-4% in executive jobs (1990)
But not in all organizations…ex. Powell and Butterfield (1994)
Women were more likely to be promoted in civil service

16. Glass Ceiling Phenomenon
This ceiling symbolizes the women’s difficulty in getting beyond the lower levels of management
Why? The general perceived characteristics of a woman for that type of a job have not been fully realized yet!
The more women get jobs in such position the more people will realize that they are very well fit for those jobs!

17. Leadership: Gender Difference
Men more autocratic
Women more democratic (Eagly and Johnson, 1990)
No further statement can be made from these studies…

18. Future Issues and Challenges
Increasing diversity in the workplace
Need divergent and flexible methods for supervisors so to cope with a more varied group of subordinates
Different cultures and backgrounds

19. QUESTIONS
*Watch Band of Brothers in order to get a good idea about Leadership and Power