MAN 3025: Module 11: Power, Influence, and Leadership

Leadership

the ability to influence employees to voluntarily pursue organizational success

Leadership Coaching

the process of enhancing a leader’s skills, abilities, and competencies in order to help the organization achieve its goal

Leaders vs Managers

Manager= performs the functions that involve planning, organizing, directing, and controlling

Leader= focus on influencing other, emotional support, creating a vision

Managerial Leadership

involved influencing followers to commit to a set of shared goals and facilitating the group and individual work to accomplish the goals

Power

the ability to marshal human, informational, and other resources to get something done

• Authority= the right to perform or command

• Power= a person is bale to influence others so they respond to requests

Personalized Power

power directed at helping oneself

Socialized Power

power directed at helping others

Legitimate Power

power that results from managers’ formal positions (CEO, sales manager, account supervisor, etc.)

Reward Power

power that results from managers’ authority to reward their subordinates (pay raises and promotions)

Coercive Power

managers’ authority to punish their subordinates

Expert Power

resulting from one’s specialized information or expertise

Referent Power

power derived from one’s personal attraction (power to persuade through charisma)

Informational Power

power deriving from one's access to information ( people who are “in the know”)

Influence Tactics

conscious efforts to affect what someone thinks how they behave

1. Rational Persuasion

2. Inspirational Appeals

3. Consultation

4. Ingratiation

5. Personal Appeals

6. Exchange

7. Coalition Tactics

8. Pressure

9. Legitimating Tactics

Outcome: employees are more likely to commit to the mission, comply to the rules, and resist influence by opposing people

Negative Interpersonal Attributes

Narcissism= self-centered

Machiavellianism= cynical view of human nature and condones opportunistic and unethical ways of manipulating people

Psychopathy= lack of concern for others, impulsive behaviors, and lack of remorse

Positive Task-Oriented Traits

1. Intelligence

2. Conscientiousness

3. Open to experience

4. Emotional Stability

5. Positive Affect

Positive Interpersonal Attributues

1. Extraversion

2. Agreeableness

3. Emotional Intelligence

4. Collectivism

5. Trait Empathy

6. Moral Identity

Global Mindset

your belief in your ability to influence dissimilar others in a global context

Task-Oriented Leadership Behaviors

to ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals

Initiating-Structure Leadership

a leadership behavior that organizes and defines the structure for what employees should be doing to maximize output

Production-Centered Leader Behaviors

the technical or task-related aspects of employees’ roles

Relationship-Oriented Leadership

concerned with leaders’ interactions with their people

Consideration

leader behavior that is concerned with group members’ needs and desires and directed at creating mutual respect or trust

Employee-Centered Leader Behaviors

emphasize relationships with subordinates and attention to their individual needs

Contingency Leadership Model

determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and whether that style is effective for the situation at hand

Situational Control

how much control and influence they have in their immediate work environment

Leader-Member Relations- do my subordinates accept me as a leader?

Task Structure- Do my subordinates perform easily understood tasks?

Position Power- Do I have power to reward and punish?

Path-Goal Leadership Model

effective leaders make available to followers desirable rewards in the workplace and increase their motivation by clarifying the paths and providing them with support

Full-Range Leadership

leadership behavior varies along a full range of leadership styles, from transactional to transformational leadership

Transactional Leadership

focusing on clarifying employees’ roles and task requirements and providing rewards and punishments

• doing only what’s necessary

Transformational Leadership

inspires employees to pursue organizational goals over self-interests

• individual characteristics and organizational culture

Transformational leadership must have charisma, be able to communicate a vision, can communicate the organizations strength’s and weaknesses, trust their followers, ad actively encourage them to grow and excel (one-on-one mentoring)

Leader-Member Exchange (LMX) Model of Leadership

emphasizes that leaders have different sorts of relationships with different subordinates

• In-group Exchange: Trust and Respect (there is mutual trust, respect, and liking)

• Out-group Exchange: Lack of Trust and Respect (fail to create a sense of mutual trust)

Humble Leaders

1. High self-awareness

2. Openness to feedback

3. Appreciation of others

4. Low self-focus

5. Appreciation of the greater good

Empowering Leadership

the extent to which a leader creates perceptions of psychological empowerment in others

Psychological Empowerment

employees’ belief that they have control over their work

• meaningfulness, autonomy, competence, and progress

Ethical Leadership

Normatively appropriate behavior that focuses on being a moral role model

• driven by personal factors related to our beliefs and values

• positively related to employee trust, job satisfaction, organizational commitment