1. Copyright © Houghton Mifflin Company. All rights reserved. 15-1 Chapter 15 Influence Processes and Leadership

2. Copyright © Houghton Mifflin Company. All rights reserved. 15-2 Chapter Outline Influence Tactics in the Workplace Power u What Is Power? u The Five Bases of Power u Empowerment

3. Copyright © Houghton Mifflin Company. All rights reserved. 15-3 Chapter Outline (continued) Leadership u Leadership Defined u Formal Versus Informal Leaders u Trait Theory u Behavioral Styles Theory u Situational Theory u Transformational Leadership Theory u Servant Leaders: Putting to Work What You’ve Learned

4. Copyright © Houghton Mifflin Company. All rights reserved. 15-4 Chapter Outline (continued) Mentoring u Learning from a Mentor u Dynamics of Mentoring

5. Copyright © Houghton Mifflin Company. All rights reserved. 15-5 Chapter Outline (continued) Behavior Modification u What Is Behavior Modification? u Managing Antecedents u Managing Consequences u Positively Reinforce What Is Right about Job Performance u Schedule Positive Reinforcement Appropriately

6. Copyright © Houghton Mifflin Company. All rights reserved. 15-6 INFLUENCING OTHERS Influence: any attempt by a person to change another’s behavior.

7. Copyright © Houghton Mifflin Company. All rights reserved. 15-7 INFLUENCING OTHERS (continued) Upward Influence Tactics Survey Instructions: Rank (from 1 = very often to 8 = very seldom or never) the following influence tactics, relative to how you generally try to influence people in superior positions such as your parents, bosses, or teachers. Compare your rankings with the right-hand column in Table 15.1.

8. Copyright © Houghton Mifflin Company. All rights reserved. 15-8 INFLUENCING OTHERS (continued) Rank 1. Consultation_____ 2. Rational persuasion_____ 3. Inspirational appeals_____ 4. Ingratiating tactics_____ 5. Coalition tactics_____ 6. Pressure tactics_____ 7. Upward appeals_____ 8. Exchange tactics_____

9. Copyright © Houghton Mifflin Company. All rights reserved. 15-9 INFLUENCING OTHERS (continued) For Discussion: 1.How well does your influence profile match the upward influence profile in Table 15.1? What are the major differences? 2.Are you an effective influencer? Which tactics would help you do a better job of getting your own way without turning others off?

10. Copyright © Houghton Mifflin Company. All rights reserved. 15-10 POWER Power: “the ability to marshal the human, informational, and material resources to get something done.”

11. Copyright © Houghton Mifflin Company. All rights reserved. 15-11 POWER (continued) Expressions of Power u “Power over” (ability to dominate) u “Power to” (ability to act freely) u “Power from” (ability to resist the demands of others)

12. Copyright © Houghton Mifflin Company. All rights reserved. 15-12 Figure 15.1 The Relationship Between Authority and Power

13. Copyright © Houghton Mifflin Company. All rights reserved. 15-13 POWER (continued) For Discussion: 1.Which expression(s) of power appeal most to you? Why? 2.Is your orientation toward power compatible with being a good manager?

14. Copyright © Houghton Mifflin Company. All rights reserved. 15-14 BASES OF POWER AND EMPOWERMENT Five Bases of Power u Reward power: gaining compliance through promising and granting rewards. u Coercive power: gaining compliance through threats or punishment. u Legitimate power: achieved when a person’s superior position alone prompts another person to act in a desired manner. u Referent power: compliance based on charisma or personal identification. u Expert power: compliance based on one’s ability to dispense valued information.

15. Copyright © Houghton Mifflin Company. All rights reserved. 15-15 BASES OF POWER AND EMPOWERMENT (continued) Empowerment: making employees full partners in the decision-making process and giving them the necessary tools and rewards. Frances Hesselbein: “The more power you give away, the more you have.”

16. Copyright © Houghton Mifflin Company. All rights reserved. 15-16 Putting the Empowerment Puzzle Together Source: Adapted in part from discussion in Stephen R. Cover, Principle-Centered Leadership (New York: Simon & Schuster, 1991), pp. 212-216.

17. Copyright © Houghton Mifflin Company. All rights reserved. 15-17 BASES OF POWER AND EMPOWERMENT (continued) For Discussion: 1.What are the relative strengths and drawbacks of each power base? 2.Which base(s) of power do you rely on the most? The least? Why? 3.How do you interpret Hesselbein’s statement?

18. Copyright © Houghton Mifflin Company. All rights reserved. 15-18 LEADERSHIP Leadership: “process of inspiring, influencing, and guiding others to participate in a common effort.”

19. Copyright © Houghton Mifflin Company. All rights reserved. 15-19 LEADERSHIP (continued) Formal leadership: the process of influencing others to pursue official objectives. Informal leadership: the process of influencing others to pursue unofficial objectives.

20. Copyright © Houghton Mifflin Company. All rights reserved. 15-20 Figure 15.2 The Evolution of Leadership Theory

21. Copyright © Houghton Mifflin Company. All rights reserved. 15-21 Figure 15.3 Basic Leadership Styles from the Ohio State Study

22. Copyright © Houghton Mifflin Company. All rights reserved. 15-22 THE LEADERSHIP GRID Figure 15.4 (continued) Five Leadership Styles u 9,1 Style (Authority-Compliance) u 1,9 Style (Country Club Management) u 1,1 Style (Impoverished Management) u 5,5 Style (Middle of the Road Management) u 9,9 Style (Team Management)

23. Copyright © Houghton Mifflin Company. All rights reserved. 15-23 Source: Reproduced by permission from Leadership Dilemmas-- Grid Solutions by Robert R. Blake and Anne Adams McCanse. Copyright © 1991, Gulf Publishing Company, Houston, Texas 800-231-6275. All rights reserved. Figure 15.4 Blake and McCanse’s Leadership Grid ®

24. Copyright © Houghton Mifflin Company. All rights reserved. 15-24 THE LEADERSHIP GRID (continued) For Discussion: Do you agree with Blake and his colleagues that the 9,9 style is best, regardless of the situation?

25. Copyright © Houghton Mifflin Company. All rights reserved. 15-25 FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP Figure 15.5 u Highly favorable situation (Task-motivated leaders perform better) Rationale: Working from a base of mutual trust and relative certainty among followers about task and rewards, leader can devote primary attention to getting the job done.

26. Copyright © Houghton Mifflin Company. All rights reserved. 15-26 FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP Figure 15.5 (continued) u Moderately favorable situation (Relationship- motivated leaders perform better) Rationale: Followers need support from leader to help them cope with uncertainties about trust, task, and/or rewards.

27. Copyright © Houghton Mifflin Company. All rights reserved. 15-27 FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP Figure 15.5 (continued) u Highly unfavorable situation (Task-motivated leaders perform better) Rationale: In the face of mutual mistrust and high uncertainty among followers about task and rewards, leader needs to devote primary attention to close supervision.

28. Copyright © Houghton Mifflin Company. All rights reserved. 15-28 FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP (continued) For Discussion: Do you agree with Fiedler that different leadership styles are needed for different situations? Explain.

29. Copyright © Houghton Mifflin Company. All rights reserved. 15-29 Figure 15.5 Fiedler’s Contingency Theory of Leadership

30. Copyright © Houghton Mifflin Company. All rights reserved. 15-30 Figure 15.6 Alternative Decision-Making Styles in the Vroom/Yetton/Jago Model Source: Reprinted from Leadership and Decision Making, by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. © 1973 by University of Pittsburgh Press.

31. Copyright © Houghton Mifflin Company. All rights reserved. 15-31 Figure 15.7 The Vroom/Jago Decision Tree for Dealing with a Group Problem When Time Is Limited Source: Reprinted from The New Leadership: Managing Participation in Organizations by Victor H. Vroom and Arthur G. Jago, 1988, Englewood Cliffs, N.J.: Prentice-Hall. Copyright 1987 by V.H. Vroom and A.G. Jago. Used with permission of the authors.

32. Copyright © Houghton Mifflin Company. All rights reserved. 15-32 PATH-GOAL LEADERSHIP THEORY “Path-goal theory gets its name from the assumption that effective leaders can enhance employee motivation by (1) clarifying the employee’s perception of work goals, (2) linking meaningful rewards with goal attainment, and (3) explaining how goals and desired rewards can be achieved.”

33. Copyright © Houghton Mifflin Company. All rights reserved. 15-33 PATH-GOAL LEADERSHIP THEORY (continued) Path-Goal Leadership Styles u Directive: Tell people what is expected of them and provide specific directions. u Supportive: Treat employees as equals in a friendly manner. u Participative: Consult with employees and ask for and use their suggestions. u Achievement-oriented: Set challenging goals, emphasize excellence, and seek continuous improvement while trusting employees to be responsible and get the job done.

34. Copyright © Houghton Mifflin Company. All rights reserved. 15-34 PATH-GOAL LEADERSHIP THEORY (continued) For Discussion: Which style would you respond most favorably to? Why?

35. Copyright © Houghton Mifflin Company. All rights reserved. 15-35 TRANSFORMATIONAL LEADERSHIP Transformational leaders: visionaries who challenge people to achieve exceptionally high levels of morality, motivation, and performance.

36. Copyright © Houghton Mifflin Company. All rights reserved. 15-36 TRANSFORMATIONAL LEADERSHIP (continued) Profile of the Transformational Leader Table 15.4 Charisma: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

37. Copyright © Houghton Mifflin Company. All rights reserved. 15-37 TRANSFORMATIONAL LEADERSHIP (continued) For Discussion: Describe a transformational leader you have read or heard about or known personally. What exactly made that leader stand above the rest?

38. Copyright © Houghton Mifflin Company. All rights reserved. 15-38 THE SERVANT LEADER (See Management Ethics feature) Robert K. Greenleaf, former AT&T researcher, "built his philosophy on the idea that the leader exists only to serve his followers; they grant him their allegiance in response to his servant nature."

39. Copyright © Houghton Mifflin Company. All rights reserved. 15-39 THE SERVANT LEADER (See Management Ethics feature) (continued) Characteristics of Servant Leaders: u They are servants first. u They articulate goals. u They inspire trust. u They know how to listen. u They are masters of positive feedback. u They rely on foresight. u They emphasize personal development.

40. Copyright © Houghton Mifflin Company. All rights reserved. 15-40 THE SERVANT LEADER (See Management Ethics feature) (continued) For Discussion: 1.Have you ever heard about or personally known a servant leader? What set them apart? 2.Do you aspire to be a servant leader? Why or why not?

41. Copyright © Houghton Mifflin Company. All rights reserved. 15-41 MENTORING Mentor: an individual who systematically develops another person’s abilities through intensive tutoring, coaching, and guidance.

42. Copyright © Houghton Mifflin Company. All rights reserved. 15-42 MENTORING (continued) Figure 15.5 Career Functions Performed by Mentors u Sponsorship u Exposure-and-visibility u Coaching u Protection u Challenging assignments

43. Copyright © Houghton Mifflin Company. All rights reserved. 15-43 MENTORING (continued) Figure 15.5 Psychosocial Functions Performed by Mentors u Role modeling u Acceptance and confirmation u Counseling u Friendship

44. Copyright © Houghton Mifflin Company. All rights reserved. 15-44 MENTORING (continued) For Discussion: 1.Have you ever had a mentor? What were the positives and negatives of the relationship? 2.Which of the above functions are most valuable for today's new managers?

45. Copyright © Houghton Mifflin Company. All rights reserved. 15-45 BEHAVIOR MODIFICATION u Behavior modification: systematically managing environmental antecedents and consequences to get people to do the right things more often and the wrong things less often.

46. Copyright © Houghton Mifflin Company. All rights reserved. 15-46 BEHAVIOR MODIFICATION (continued) Managing Antecedents u Antecendent: an environmental cue that prompts an individual to behave in a given manner. u Remove barriers to desired behavior and provide helpful aids and opportunities.

47. Copyright © Houghton Mifflin Company. All rights reserved. 15-47 BEHAVIOR MODIFICATION (continued) For Discussion: What "environmental cues" do you respond to during the course of a typical day?

48. Copyright © Houghton Mifflin Company. All rights reserved. 15-48 BEHAVIOR MODIFICATION (continued) Managing Consequences u Positive reinforcement: encouraging a behavior with an immediate pleasing consequence. u Negative reinforcement: encouraging a behavior by immediately withdrawing or terminating a displeasing situation.

49. Copyright © Houghton Mifflin Company. All rights reserved. 15-49 BEHAVIOR MODIFICATION (continued) u Extinction: discouraging a behavior by ignoring it or no longer reinforcing it. u Punishment: discouraging a behavior by (1) immediately presenting an undesirable consequence or (2) immediately withdrawing something of value.

50. Copyright © Houghton Mifflin Company. All rights reserved. 15-50 BEHAVIOR MODIFICATION (continued) For Discussion: 1.Is behavior modification appropriate for the modern workplace? Why or why not? 2.Children and pets are said to be the world's greatest behavior modifiers. Why?

51. Copyright © Houghton Mifflin Company. All rights reserved. 15-51 BEHAVIOR MODIFICATION (continued) Team Exercise: How many practical examples of each category of consequence can you record in ten minutes of brainstorming?