Influence, Power, and Leadership Chapter Fourteen Influence, Power, and Leadership © 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.

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. © 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.

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. © 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.

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 © 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.

Eight Generic Influence Tactics Consultation Rational persuasion Inspirational appeals Ingratiating tactics Coalition tactics Pressure tactics Upward appeals Exchange tactics © 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.

Table 14.1: Use of Generic Organizational Influence Tactics © 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.

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 © 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.

Figure 14.1: The Relationship Between Authority and Power © 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.

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 © 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.

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 © 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.

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 © 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.

Table 14.2: Lead or Manage? Good Leaders Must Do Both © 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.

Figure 14.2: The Evolution of Leadership Theory © 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.

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 © 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.

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 © 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.

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. © 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.

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 © 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.

Table 14.3: The Three Classic Styles of Leadership © 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.

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 © 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.

Figure 14.3: Basic Leadership Styles from the Ohio State Study © 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.

Figure 14.4: Blake and McCanse’s Leadership Grid® © 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.

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 © 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.

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 © 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.

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 © 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.

Table 14.4: Transactional versus Transformational Leaders © 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.

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 © 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.

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 © 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.

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 © 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.

Table 14.5: Mentors Serve Two Important Functions © 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.

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 © 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.

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. © 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.

Table 14.6: Managing Antecedents © 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.

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 © 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.

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 © 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.

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. © 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.

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. © 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.

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.