1. Five Bases of Power (Influence)
Reward power: Promising or granting rewards.
Coercive power: Threats or actual punishment.
Legitimate power: Based on position or formal authority.
Expert power: Influence based on being perceived as having important knowledge or skill.
Referent power: Power of one’s personality (charisma).

2. Bases/Types of Power Positional - Likely Response
Legitimate - Compliance
Reward Compliance
Coercive Resistance
Personal
Referent Commitment
Expert Commitment 5

3. Bases/Types of Power Industrial Workers’ Legitimate - 1 2 Reward - 3 3
Perceptions of Previous
Frequency of Use (Ranks) Students
Legitimate
Reward
Coercive
Referent
Expert 5

4. More Types?
Information?
Association? 5

5. General Strategies for Gaining Power
These strategies work best when there is
“non-substitutability”; i.e., others are dependent on you for these things.
Provide Scarce Resources
Provide Information
Resolve Important Problems
Reduce Uncertainty

6. Politics in Org. Decisions Questionnaire
2 - Promotions
10-Hiring
8-Pay
6-Budget
4-Facilities
3-Delegation
1-Interdept Coord.
9-Personnel Policies
11-Discipline
5-Work Appraisal
7-Grievances

7. Organizational Politics
Organizational politics are the activities managers engage in to increase their power and use it to achieve their goals.
Politics can be negative or positive.
Political activity helps get things done that are not specifically assigned in job descriptions.
Political activity allows a manager to gain support for an idea, e.g., a needed change.

8. Political Behavior Least Political (Positive Politics)
Personal Goals compatible with org’s.
Sanctioned use of power (Socialized)
e.g., developing skills, using referent power
Most Political (Negative Politics)
Personal and Org. goals incompatible
Unsanctioned use of power (Personalized)
e.g., withholding information, backstabbing, using coercive power

9. Political Strategies for Gaining Power
Networking
associate with the right people (people with the power or resources to help or hurt you).
Coalescing
combine resources with others to pursue common objectives
Co-opting
form alliances with those who are obstacles

10. Managing Organizational Politics
Have rules, policies when appropriate
Establish a climate of trust
Make goals clear
Measure and Reward performance
Stress teamwork over competition
Break-up negative political factions

11. Major Leadership Theory Issues
Are leaders born that way or do they learn leadership behaviors? (Traits vs. Behaviors)
Is there one best way to lead in all situations? (Universal vs. Contingency)
If Contingency, what variables are important?
e.g., Followers, Task, Environment
How much should the leader allow subordinates to participate in decisions?
How can you improve leadership?

12. Types of Leadership Theories
Applicability
Traits
Behaviors
Universal
Type I:
Trait Theories
Type II:
Ohio St., Mich.,
Lead. Grid
Contingent
Type III:
Fiedler
Type IV:
Hersey-Blanch.,
Path-Goal, Vroom
Leader
Attri-
butes
Stressed

13. Types of Leadership Theories
Trait Theories
e.g., Self-Confidence, Persistence
Don’t predict actions well
Don’t explain how traits translate into action
Universal Theories
Research disproves
Contingency-Style Theories (Type IV)
Most prevalent today

14. Traits that Generally Differentiate Leaders from Nonleaders
Drive
Desire to Lead
Honesty and Integrity
Self-Confidence
Intelligence
Job-Relevant Knowledge

15. 2 Basic Leadership Styles (in Types II, III, and IV Theories)
Category 1
Initiating Structure---
Job-Centered
Conc. for Production-
Task-Oriented
Directive
Category 2
Consideration
Employee-Centered
Concern for People
Relationship-Oriented
Supportive 10

16. THE OHIO STATE MODEL OF LEADER BEHAVIORS
Low Initiating
Structure
High
Consideration
High Initiating
Structure
High
Consideration
High
Consideration
Low Initiating
Structure
Low
Consideration
High Initiating
Structure
Low
Consideration
Low
Low
High
Initiating Structure 5 5

17. Blake & Mouton’s Leadership Grid
High
Country Club Management
Team Management
Middle-of-the-Road Management
Concern for People
Authority-Compliance Management
Impoverished Management
Low
Low
Concern for Production
High 23

18. Michigan Studies Employee-Centered Leaders Job-Centered Leaders
(Leaders are supposedly Either on OR the other - These were viewed as opposite extremes of the same continuum - cf., Fiedler) 19

19. Contingency Approaches
Identify relevant Situational Variables and what Leader Traits or Styles are appropriate for each. 24

20. Situational Variables
Fieldler
Leader-Member Relations
Task Structure
Leader Position Power
Hersey and Blanchard
Follower Readiness (Ability, Willingness)
Path-Goal Theory
Subordinates’ Ability, Personality
Environment
Task
WorkGroup
Organization Authority System
Vroom
What is needed to facilitate a Quality decision
What is needed to bolster employee Morale 27

21. Fiedler’s Contingency Theory (Type III Theory)
Situational Variables
Leader-Member Relations
Good vs. Poor
Task Structure
Structured vs. Unstructured
Leader Position Power
Strong vs. Weak
Leader Traits
Relationship-oriented (High LPC)
Task-oriented (Low LPC)
(Fiedler believed it is easier to change a situation than to change a leader) 27

22. Fiedler’s Contingency Theory
Predictions:
Task-Oriented Leaders
-Most effective when situation is
either highly favorable or highly
unfavorable (research supports well)
Relationship-Oriented Leaders
moderately favorable
(less research support) 27

23. Hersey and Blanchard's Situational Theory (Type IV)
Situational Variables
Followers’ Readiness / Maturity is due to :
Ability
Willingness
Leader Behaviors
Task Behavior (High or Low)
Relationship Behavior (High or Low)
4 Combinations Including:
Telling (H-L)
Selling (H-H)
Participating (L-H)
Delegating (L-L) 29

24. Hersey & Blanchard’s Situational Leadership
High
High
Relationship
and->->->
Low
Task
High
Task
<-<-<-and
Relationship
Participating
Selling
Relationship Behavior
Low
Relationship
<-<-<-and
Task
High
Task
and->->->
Low
Relationship
Telling
Delegating
Low
Task Behavior
High
High
Low
Moderate R4 R3 R2 R1 28

25. Hersey and Blanchard’s Situational Leadership Theory
Participating S3
Share ideas and
facilitate
decision making
Selling S2
Explain decisions and
provide opportunity for
clarification
Delegating S4
Turn over
responsibility for
decisions and
implementation
Telling S1
Provide specific
instructions and closely
supervise performance
Low
Low
Task Behavior
High
Follower Readiness High Moderate Low R R R2 R1
Follower-Directed Leader-Directed

26. Path-Goal Theory (Type IV)
A leader’s responsibility is to increase subordinates' motivation by:
Clarifying the subordinates' path (i.e., helping them reach the goal)
Giving things they value as rewards for reaching the goal
A major contribution is the “Achievement Oriented” leadership style in which the leader is able to provide goals that give subordinates an incentive 34

27. Path-Goal Theory Situational Variables Follower Characteristics
e.g, abilities, motivation
Workplace Characteristics
e.g., task difficulty
Leader Behaviors
Directive leadership
Achievement-Oriented leadership
Supportive leadership
Participative leadership 43

28. Vroom’s Normative Decision Model (Leader-Participation) (Type IV)
Helps gauge the appropriate amount of participation for subordinates
5 levels of leader participation styles ranging from highly autocratic to highly democratic. 16

29. Vroom Model Participation is permitted primarily to:
Enhance Decision Quality
Foster Subordinate Morale
Or Both
Series of questions asked about the situation (e.g., Does the leader have the expertise to solve the problem alone?, How important is subordinate commitment to the decision?) 18

30. Vroom’s Normative Decision Model Styles
AI – Leader makes decision alone
AII – Leader obtains information from subordinates, then makes decision alone
CI – Leader obtains suggestions from subordinates individually, then makes decision alone
CII – Leader obtains suggestions from subordinates collectively, then makes decision alone
G – Decision by group consensus 16

31. Trends Toward Greater Participation
Reasons:
Education
Technology
Deregulation
Downsizing
Globalization 18

32. Newer Leadership Concepts
Not highly developed as leadership theories.
Often seen as beyond the bounds of traditional theories.
Stress what you might call the “Visionary Hero”
Transformational Leader
Brings about innovation and change.
Imagines how the future could be and inspires followers to work toward creating that future.
Charismatic Leader
A leader whose personality motivates subordinates to exceed their required performance level. 51

33. Kinds of Charismatic Leaders
Unethical Charismatics
control and manipulate followers
only want positive feedback
motivated by self-interest
Ethical Charismatics
recognize others’ contributions
open to positive and negative feedback
concerned with the interests of the group
In general, there are two kinds of charismatic leaders, ethical charismatics and unethical charismatics. Ethical charismatics provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society. Ethical charismatics produce stronger commitment, higher satisfaction, more effort, better performance, and greater trust.
By contrast, unethical charismatics pose a tremendous risk for companies. Followers can be just as supportive and committed to unethical charismatics as they are to ethical charismatics. However, unethical charismatics control and manipulate followers, do what is best for themselves instead of their organizations, only want to hear positive feedback, only share information that is beneficial to themselves, and have moral standards that put their interests before everyone else's. John Thompson, a management consultant, said, "Often what begins as a mission becomes an obsession. Leaders can cut corners on values and become driven by self-interest. Then they may abuse anyone who makes a mistake."

34. Superleadership (and earlier views)
Strong Man – Authoritarian (similar to Type I)
Transactor - Motivates subordinates
using feedback and rewards (similar to
Types II – IV)
Visionary Hero - Inspires using emotion,
but still the decision maker
Superleader - Helps followers become
self-leaders or “superfollowers” 54

35. TYPES OF FOLLOWERS Effective Yes People (Super) Employee Activity/
Sheep
Alienated
Followers
Effective
(Super)
High
Low Lo
Employee Activity/
Initiative
Survivors
High
Employee Critical Thinking 8 8

36. Implications of Leadership Theories
Know your preferred Style. (Fiedler)
Know and care about your Followers. (Hersey & Blanchard, Path-Goal)
Know and care about the Task. (Fiedler, Path-Goal)
Understand the Environment affecting you and your followers. (Path-Goal)
Fit your Style to your Followers, the Task, and the Environment. (This may include making changes in S, F, T, or E.)
Enhance your Referent and Expert Power (Charismatic, etc.)
Visualize the Future and prepare your Followers for it (Charismatic, Superleadership)