1. Influencing and Leading
Chapter 13
Influencing and Leading
Microsoft clip art photos reprinted with permission from Microsoft Corporation.

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 and the Leadership Grid® have taught managers about leadership.

3. Chapter Objectives (cont’d)
4. Contrast the assumptions behind Fiedler’s contingency theory and path-goal leadership theory, and describe transformational and servant leaders.
Identify the two key functions that mentors perform, and explain how a mentor can help develop a junior manager’s leadership skills.

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.
Gender appears to play no significant role in the choice of influence tactic.

5. Influence Tactics in the Workplace (cont’d)
Eight Generic Influence Tactics
Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics

7. Power
What Is Power?
The ability to marshal the human, informational, and material resources to get something done.
Power affects
Decisions
Behavior
Situations

8. Power (cont’d) What Is Power? Types of power
Power over: the ability to dominate.
Power to: ability to act freely.
Power from: ability to resist the demands of others.

9. Power (cont’d) Five Bases of Power
Reward power: having the ability to grant rewards.
Coercive power: gaining compliance through threats or punishment.
Legitimate power: gaining compliance based on the power associated with holding a superior position.
Referent power: gaining compliance based on charisma or personal identification.
Expert power: gaining compliance based on the ability to dispense valued information.

10. Power (cont’d) Empowerment
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

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 relevant others to pursue official organizational objectives.
Informal Leadership
The process of influencing other to pursue unofficial objectives that may or may not serve the organization’s interests.

12. Figure 13.1 The Evolution of Leadership Theory

13. Leadership (cont’d) Trait Theory
The search for universal traits possessed by all leaders.
An early review 100 trait studies found moderate agreement on five traits common to leaders
Intelligence
Scholarship
Dependability in exercising responsibilities
Activity and social participation
Socioeconomic status

14. Leadership (cont’d)
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

15. Leadership (cont’d)
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.

16. Leadership (cont’d) Behavioral Styles Theory
WWII studies of the patterns of leader behaviors (leadership styles) rather than who the leader was (traits).
Democratic style
Authoritarian style
Laissez-faire (hands-off style)

18. Behavioral Styles Theories of Leadership
The Ohio State Model
Initiating structure: leader’s efforts to get things organized and get things done.
Consideration: the degree of trust, friendship, respect, and warmth that the leader extended to subordinates.
Identified four leadership styles
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration

19. Figure 13.2 Basic Leadership Styles from the Ohio State Study

20. Behavioral Styles Theories of Leadership (cont’d)
The Leadership Grid®
The belief that there is one best style of leadership.
Concern for production: the desire to achieve greater output, cost-effectiveness, and profits.
Concern for people: promoting friendships, helping coworkers get the job done, and attending to things that matter to people.

21. Figure 13.3 Blake and McCanse’s Leadership Grid
Source: Reproduced by permission from Leadership Dilemmas—Grid Solutions by Robert R. Blake and Anne Adams McCanse. © 1991, Grid International, Inc., Austin, Texas.

22. Behavioral Styles Theories of Leadership (cont’d)
The Leadership Grid® Styles
9, 1 style: primary concern for production; people secondary.
1, 9 style: primary concern for people; production secondary.
1, 1 style: minimal concern for production or people
5, 5 style: moderate concern for both production and people to maintain the status quo.
9, 9 style: high concern for both production and people (commitment, trust, and teamwork)

23. Situational Theories of Leadership
Fiedler’s Contingency Theory
Performance of the leader depends on:
the degree to which the situation gives the leader control and influence (favorableness of the situation).
the leader’s basic motivation to either accomplish the task or having supportive relationships with others (task or relationship motivation).
The challenge is to match the leader with a suitable situation: easier to move the leader than to change the leader’s style.

24. Figure 13.4 Fiedler’s Contingency Theory of Leadership

25. Situational Theories of Leadership (cont’d)
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.

26. Transformational Leadership Theory
Are capable of charting new courses for their organization.
Are visionaries who challenge people to do exceptional things, above and beyond the plan.
Transactional leaders
Monitor people to see that 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.

28. Servant Leaders: Putting to Work What You’ve Learned
The Servant Leader (Greenleaf)
An ethical person who put others—not herself or himself—in the foreground.
Characteristics
Are servants first
Inspire trust
Are masters of feedback
Emphasize personal development
Articulate goals
Know how to listen
Rely on foresight

29. From "The Servant Leader," by Chris Lee, Training, 1993
From "The Servant Leader," by Chris Lee, Training, Copyright (c) 1993 Nielsen Business Media, Inc. Reprinted with permission from Training.

30. From "The Servant Leader," by Chris Lee, Training, 1993
From "The Servant Leader," by Chris Lee, Training, Copyright (c) 1993 Nielsen Business Media, Inc. Reprinted with permission from Training.

31. Mentoring Learning from a Mentor Dynamics of Mentoring
Mentor: Someone who develops another person through tutoring, coaching, and guidance.
Dynamics of Mentoring
Mentoring’s key functions
Serving as a career enhancement function.
Providing psychological support.

32. From Academy of Management Journal by Kathy E
From Academy of Management Journal by Kathy E. Kram, "Phases of the Mentor Relationship," December Copyright © 1983 by Academy of Management (NY). Reproduced with permission of Academy of Management (NY) via Copyright Clearance Center.