Mgmt 371 Chapter Seventeen Managing Leadership and Influence Processes Much of the slide content was created by Dr, Charlie Cook, Houghton Mifflin, Co.©

The Nature 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.

Kotter’s Distinctions Between Management and Leadership

The Nature of Leadership (French & Raven) The Five Bases of Power (French & Raven) 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.

The Nature of Leadership 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.

The Nature of Leadership 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.

Generic Approaches to Leadership Leadership Traits Approach (Stogdill) 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.

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.

Leadership Behaviors (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 - the degree to which a leader defines and structures his or her role and the roles of the subordinates towards achieving the goals of the group. Consideration behavior - the degree to which a leader acts in a friendly and supportive manner towards his or her subordinates.

Leadership Behaviors (Ohio State Studies) Ohio State Studies - 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.

The Leadership [Managerial] Grid (Blake & Mouton) Middle of the Road (5,5) Push for adequate production get wor k done with minimal disturbances.

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

Tannenbaum and Schmidt’s Leadership Continuum

Situational Approaches to Leadership (Fiedler) Contingency (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

The Contingency (LPC) Theory of Leadership (Fiedler)

Situational Approaches to Leadership (Evans & House) Path-Goal Theory (Evans & 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

The Path-Goal Framework (Evans & House)

Situational Approaches to Leadership (Vroom ) 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

Situational Approaches to Leadership (Vroom ) Vroom Decision Tree Approach Decision-Making Styles Decide Consult (individually) Consult (group) Facilitate Delegate

Vroom’s Time-driven Decision Tree

Vroom’s Development-driven Decision Tree

Situational Approaches to Leadership (LMX) 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.

Related Approaches to Leadership (House) 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

Related Approaches to Leadership (House) Charismatic Leadership 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.

Related Approaches to Leadership (Burns) Transformational Leadership (Burns) 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

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

Political Behavior in Organizations 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.