1. Leadership & Sources of Power Are you a leader link?

2. Leadership ▪Leadership - Is the process of inspiring others to work hard to accomplish important tasks ▪Leadership linkLeadership link ▪I – Innovation/Imagination ▪M – Merchant of Wow ▪A – Authenticity ▪G – Guts ▪E – Ethics and Excellence

3. Leadership ▪Vision – a clear sense of the future ▪VisionVision ▪Steven Jobs on VisionSteven Jobs on Vision ▪Visionary Leadership – brings both a clear sense of the future and an understanding of how to get there 1. Challenge the Process 2. Show Enthusiasm 3. Help others to act 4. Set the example 5. Celebrate achievements

4. Management Fundamentals - Chapter 13 4 Figure 13.1 Leading viewed in relationship to the other management functions.

5. Leadership ▪Power - is the ability to get someone else to do something you want or to make things happen the way you want

6. Sources of position power and personal power used by managers. Another word for Coercion – Punishments

7. Managerial Power Equation Managerial Power = Position Power Personal Power + Rewards Punishments Legitimacy Expertise Reference

8. Sources of Power ▪Reward Power - is the ability to influence through rewards ▪Coercive Power - is the ability to influence through punishment ▪Legitimate Power - is the ability to influence other people by virtue of formal authoritiy

9. Sources of Power ▪Expert Power - is the ability to influence people because of one’s knowledge, understanding and skills ▪Referent Power - is the ability to influence the behaviour of other people because they admire you and want to identify positively with you

10. Turning power into influence … ▸ Successful leadership relies on acquiring and using all sources of power. ▸ reward power or legitimate power = temporary compliance. ▸ coercive power = at best, temporary compliance, often accompanied by resentment. ▸ expert power or referent power has the most enduring results and generates commitment.

11.  Keys to building managerial power: ▸ There is no substitute for expertise. ▸ Likable personal qualities are very important. ▸ Effort and hard work breed respect. ▸ Personal behavior must support expressed values.  Power and influence are affected by workplace structures and networks: ▸ Centrality. ▸ Criticality. ▸ Visibility.

12.  Acceptance theory of authority. ▸ For a leader to achieve true influence, the other person must: –Truly understand the directive. –Feel capable of carrying out the directive. –Believe the directive is in the organization’s best interests. –Believe the directive is consistent with personal values.

13.  Leadership and empowerment. ▸ Empowerment. –The process through which managers enable and help others to gain power and achieve influence. ▸ Effective leaders empower others by providing them with: –Information. –Responsibility. –Authority. –Trust. “one genius leads the company”

14.  How leaders can empower others: ▸ Involve others is selecting their work assignments and task methods. ▸ Create an environment of cooperation, information sharing, discussion, and shared ownership of goals. ▸ Encourage others to take initiative, make decisions, and use their knowledge. ▸ Find out what others think and let them help design solutions. ▸ Give others the freedom to put their ideas and solutions into practice. ▸ Recognize successes and encourage high performance.

15. ▪Steven Jobs – Empowerment and Management ▪ManagementManagement ▪EmpowermentEmpowerment