1. Chapter 15 Influence Process and Leadership
Paul Pinto
Gary Deen
Amy Cimilluca
Kate Perkins
Angela Grace

2. Important Chapter Objectives
Power: the ability to marshal resources to get something
Five Bases of Power
Reward Power: One’s ability to grant rewards to those who comply with a command or request is the key to reward power.
Coercive Power: Rooted in fear, coercive power is based on threatened or actual punishment
Legitimate Power: Legitimate power is achieved when a person’s superior position alone prompts another person to act in a desired manner.

3. Important Chapter Objectives Continued...
Five Basis of Power Continued…
Referent Power: An individual has referent power over those who identify with him if they comply on that basis alone.
Expert Power: Those who posses and can dispense valued information generally exercise expert power over those in need of such information.
Empowerment
Making employees full partners in the decision-making process and giving them the tools and rewards.

4. Mentoring
Mentor is someone who develops another person through tutoring, coaching, and guidance.
Functions
Career Enhancement Function
Sponsorship
Exposure and Visibility
Coaching
Protection
Challenging Assignments

5. Mentoring Continued… Functions Continued…
Psychological Support Function
Role Modeling
Acceptance and Conformation
Counseling
Friendship

6. Cynthia Trudell Steers Saturn Into the 21st Century (opening case)
Saturn’s new president faces many challenges
~Recent slower sales and labor unhappiness
“Saturn, to go forward, needs to grow.”
~Bigger LS and new SUV will be added to the current lineup
~New modular assembly with pre-assembled components will efficiently increase production

7. Opening Case Continued…
Influence Tactics in the Workplace
~Rational Persuasion
~Consultation
~Inspirational Appeals
Blake and McCanse’s Leadership Grid
9,9 style: high concern for both production and people

8. Managing Diversity
“For these successful women, empowerment began at home”
~Women in the Power 50 were asked about their childhood role models, and many answered their mothers.
~Some influences their mothers gave include:
~have a positive attitude
~pioneer, “go figure out what you want to do and do it”
~be bold and unafraid to stand out

9. Management Ethics “The Servant Leader”
~Robert Greenleaf, long time philosopher, introduced the idea of “The Servant as Leader” in 1970.
~He built his philosophy on the idea that the leader exists only to serve his followers, they grant him allegiance in response to his servant nature.
~Servant leaders embody these characteristics: servants first, articulate goals, inspire trust, know how to listen, masters of positive feedback, rely on foresight, emphasize personal development

10. Behavioral Styles Theory
Authoritarian
Nature-Leader retains all authority and responsibility; Leader assigns people to clearly defined tasks; Primarily a downward flow of communication
Primary Strengths-Stresses prompt, orderly and predictable performance
Primary Weaknesses-Approach tends to stifle individual initiative

11. Behavioral Styles Theory Continued…
Democratic
Nature-Leader delegates a great deal of authority while retaining ultimate responsibility; Work is divided and assigned on the basis of participatory decision making; Active two-way flow of communication
Primary Strengths-Enhances personal commitment through participation
Primary Weaknesses-Democratic process is time consuming

12. Behavioral Styles Theory Continued…
Laissez-faire
Nature-Leader grants responsibility and authority to group; Group members are told to work things out themselves and do the best they can; Primarily horizontal communication among peers
Primary Strengths-Permits self-starters to do things as they see fit without leader interference
Primary Weaknesses- Group may drift aimlessly in the absence of direction from leader

13. Learning From a Mentor
Mentor- someone who develops another person through tutoring, coaching, and guidance.
~A survey of 246 health care industry managers found higher satisfaction, greater recognition, and more promotion opportunities among managers with mentors than among those without.
~Informal pairings tend to be more successful than formally structured pairs.

14. Most Informative Dynamics of Mentoring A career enhancement function
A psychological support function
5 Bases of Power
Reward Power- gaining compliance through rewards
Coercive Power- gaining compliance through threats and punishment
Legitimate Power- compliance based on one’s formal position
Referent Power-compliance based on charisma or personal identification

15. Most Informative Continued…
5 Bases of Power Continued…
Expert Power- compliance based on ability to dispense valued information
Empowerment
Empowerment- making the employees full partners in the decision-making process and giving them the necessary tools and rewards
Trait Theory
~Assumed great leaders are born, not made
~Value of theory was limited because of “chicken-and-egg” proposition

16. Most Informative Continued…
Trait Theory Continued…
1948: Review of theory found “the average person who occupies a position in leadership exceeds the average member of his group in the following respects:
Intelligence
Scholarship
Dependability
Activity and Social Participation
Socioeconomic Status

17. ?
Trait Theory: Whether leaders are born or made through learning and experience.
The Vroom/Jago Decision Tree