1. Leadership and Influence Processes
Chapter Eleven
Leadership and Influence Processes

2. Characterize leadership as influence.
Chapter Objectives
Characterize leadership as influence.
Discuss influence-based approaches to leadership.
Describe key leadership substitutes.
Explain power in organizations.
Discuss power and organizational politics.
Describe impression management.
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3. Leadership as Influence
Influence is the ability to affect the perceptions, attitudes, or behaviors of others.
It is the cornerstone of the leadership process.
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4. Influence-Based Approaches to Leadership
Transformational Leadership
The set of abilities that allows the leader to recognize the need for change, create a vision to guide that chance, and execute the change effectively
Charismatic Leadership
A type of influence based on the leader’s personal charisma
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5. Figure 11.1: The Charismatic Leader
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6. Leadership Substitutes: Can Leadership Be Irrelevant?
Individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates’ satisfaction and performance.
Unlike traditional theories, which assume hierarchical leadership is always important, the premise of the leadership substitutes perspective is that leader behaviors are irrelevant in many situations.
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7. Examples of Leadership Substitutes
Individual Characteristics
Ability
Experience
Training
Knowledge
Need for independence
Professional orientation
Indifference towards organizational rewards
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8. Examples of Leadership Substitutes (continued)
Task Characteristics
A high degree of structure
Frequent feedback
Intrinsic satisfaction
Organizational Characteristics
Explicit plans and goals
Rules and procedures
Cohesive work group
A rigid reward structure
Physical distance between supervisor and subordinate
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9. Superleadership Superleadership
Occurs when a leader gradually and purposefully turns over power, responsibility, and control to a self-managing work group
When a team-based management approach is implemented, a superleader can alter his or her own personal style and become more of a coach or facilitator than a supervisor.
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10. Power in Organizations
Power is the potential ability of a person or group to exercise control over another person or group.
Difference Between Power and Influence
Power is distinguished from influence due to the element of control.
Considerable differences of option exist about how thoroughly power pervades in organizations.
Some people argue that virtually all interpersonal relations are influenced by power; others believe exercise of power is confined to only certain situations.
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11. Bases of Power Legitimate Power Reward Power
Granted by virtue of one’s position in the organization
Managers have legitimate power over their subordinates.
Reward Power
The extent to which a person controls rewards that another person values, such as:
Pay
Promotions
Work assignments
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12. Bases of Power (continued)
Coercive Power
The extent to which a person has the ability to punish or physically or psychologically harm another
The use of coercive power carries a considerable cost in terms of employee resentment and hostility.
Expert Power
The extent to which a person controls information that is valuable to others
Expert power can reside in many niches in an organization; it transcends positions and jobs.
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13. Bases of Power (continued)
Referent Power
Exists when one person wants to be like or imitates someone else
Similar to the concept of charisma in that it often involves trust, similarity, acceptance, affection, willingness to follow, and emotional involvement
Position Power
Resides in the position regardless of who is filling it
Legitimate, reward, and some aspects of coercive and expert power can all contribute to position power
Position power is similar to authority
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14. Bases of Power (continued)
Personal Power
Resides in the person regardless of the position he or she holds
The primary bases of personal power are referent and some traces of expert, coercive, and reward power.
Charisma may also contribute to personal power.
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15. Figure 11.2: Position Power and Personal Power
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16. The Uses of Power in Organizations
Commitment
A result of a leader’s exercise of power and the subordinate’s acceptance and identification with the leader
Compliance
A subordinate’s willingness to comply with the leader’s wishes as long as doing so will not require extra effort
Resistance
A result of the subordinate’s rejection of the leader and refusal to cede the leader’s wishes
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17. Organizational Politics
Organizational Politics is a concept closely related to power in organizational settings in politics or political behavior.
Consists of activities people perform to acquire, enhance, and use power and other resources to obtain their preferred outcomes in a situation of uncertainty or disagreement.
Political behavior is the general means by which people attempt to obtain and use power.
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18. The Pervasiveness of Political Behavior
Managers see political behavior as an undesirable but unavoidable facet of organizational life.
Political behavior can serve both ethical and unethical purposes.
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19. Managing Political Behavior
Reasons for Political Behavior:
Ambiguous goals
Scarce resources
Technology and environment
Non-programmed decisions
Organizational chance
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20. Managing Political Behavior (continued)
The Techniques of Political Behavior:
Controlling as much information as possible
Using outside experts
Controlling the agenda
Game playing
Building coalitions
Controlling decision parameters
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21. Managing Political Behavior (continued)
Limiting the Effects of Political Decisions
The techniques for checking political activity target:
The reasons it occurs in the first place
The specific techniques people use for political gains.
Examples include:
Open communication
Reducing uncertainty
Applying the adage “forewarned is forearmed”
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22. Impression Management
A direct and intentional effort to enhance one’s own image in the eyes of others
Reasons for Engaging in Impression Management:
To further and enhance their career prospects
To boost their own self-esteem
To acquire more power and control
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