1. Influence Processes and Leadership
Chapter 15 (Lecture Outline and Line Art Presentation)
Influence Processes and Leadership

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.
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3. 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.
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.
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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.
Influence
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.
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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
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7. Power
What Is Power?
The ability to marshal the human, informational, and material resources to get something done.
Power affects
Decisions
Behavior
Situations
Types of power
Power over: the ability to dominate.
Power to: ability to act freely.
Power from: ability to resist the demands of others.
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8. Figure 15.1 The Relationship Between Authority and Power
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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.
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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
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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.
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12. Figure 15.2 The Evolution of Leadership Theory
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13. Leadership (cont’d) Trait Theory
The search for universal traits possessed by all leaders.
An early trait profile found moderate agreement on five traits
Intelligence
Scholarship
Dependability in exercising responsibilities
Activity and social participation
Socioeconomic status
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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
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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.
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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)
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17. 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
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18. Figure 15.3 Basic Leadership Styles from the Ohio State Study
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19. 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.
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20. Figure 15.4 Blake and McCanse’s Leadership Grid

21. 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)
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22. 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.
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23. Figure 15.5 Fiedler’s Contingency Theory of Leadership
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24. 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.
Leadership styles
Directive
Supportive
Participative
Achievement-oriented
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26. Other Theories of Leadership
Transformational Leadership Theory
Transformational leaders
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 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.
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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
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29. 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.
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31. Behavior Modification
Behaviorism
The belief that observable behavior is more important than inner states (needs, motive, or expectations).
Favorable consequences encourage behavior, whereas unfavorable consequences discourage behavior.
Operant Conditioning
The study of how behavior is controlled by the surrounding environment.
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32. Behavior Modification (cont’d)
What Is Behavior Modification?
The practical application of operant conditioning techniques to everyday behavior problems.
The systematic management of environmental factors to get people to do the right things more often and the wrong things less often.
Managing the the antecedents and/or consequences of observable behavior.
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33. Behavior Modification (cont’d)
Managing Antecedents
Antecedent: an environmental cue for a specific behavior.
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.
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35. Behavior Modification (cont’d)
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.
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36. 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 the positive aspects of job performance.
Schedule Reinforcement Appropriately
Continuous reinforcement: every instance of a behavior is rewarded.
Intermittent reinforcement: rewarding some, but not all, instances of a behavior; the most effective form of reinforcement.
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