Chapter 14: Power, Influence, and Leadership

Leadership

The ability to influence employees to voluntarily pursue organizational goals

Leadership Coaching

The process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals

Being a Leader vs. Being a Manager

Leaders - Are visionary and inspire others

Managers - Plan, organize, direct, control, and manage resources

Leader Emergence

Who becomes a leader?

Leader Effectiveness

Who is a good leader?

Behavioral Leadership Approach

Attempts to determine the key behaviors displayed by effective leaders

Two categories: Task-Orientated and Relationship-Orientated

Task-Orientated Leadership Behaviors

Ensure that people, equipment, and other resources are used in an efficient way to accomplish a goal

Direct employees how to complete the task

Initiating-Structure Leadership

Organizes and defines what employees should be doing to maximize output

Production-Centered Leadership

Emphasizes the technical and task-related aspects of employees’ roles

Power

The ability to influence the behavior of others and resist unwanted influence towards yourself

Personalized Power

Power directed at helping oneself

Socialized Power

Power directed at helping others

Legitimate Power (Organizational)

Derived from a position of authority within an organization

Ex. People with a title: President, CEO

Reward Power (Organizational)

Derived from control over the resources or rewards another person wants

Ex. Raises, Job assignments, Performance evaluations

Coercive Power (Organizational)

Derived from control over punishments in an organization

Expert Power (Personal)

Derived from a person’s expertise, skill, or knowledge on which others depend

Ex. Doctors

Referent Power (Personal)

Exists when others have a desire to be associated with the person

Informational Power (Personal)

Derived from one’s access to information
Ex. Nurses

Narcissism

A self-centered perspective, feelings of superiority, and a drive for personal power and glory

Machiavellianism

Belief that people are selfish and use manipulation or dishonest tactics to get what they want, caring about results than doing what’s right

Psychopathy

A lack of concern for others, impulsive behavior, and a lack of remorse when their actions harm others

Relationship-Orientated Leadership

Concerned with the leader’s interactions with their people

Consideration

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

Employee-Centered Leader Behaviors

Emphasize relationships with subordinates and attention to their individual needs

Full-Range Leadership

Approach that suggests that leadership behavior varies from no-responsibility (laissez-faire) leadership to other more strict leadership

Transactional Leadership

Focuses on clarifying employees’ roles and task requirements and providing rewards and punishments based on performance

Transformational Leadership

Transforms and inspires employees to pursue organizational goals over self-interests
Encourages people to do exceptional things

Four Behaviors of Transformational Leadership

1. Inspirational/Charismatic

2. Idealized Influence

3. Individualized Consideration

4. Intellectual Stimulation

Inspirational/Charismatic Transformational Behavior

Having interpersonal attraction that inspires acceptance and support

Idealized Influence Transformational Behavior

Inspires trust in followers

Individualized Consideration Transformational Behavior

Actively encourage individuals to grow and excel

Intellectual Stimulation Transformational Behavior

Gifted at communicating strengths, weaknesses, opportunities, and threats to develop a sense of purpose

Situational Approach

Effective leadership behavior depends on the situation at hand

Fieldler’s Contingency Leadership Model

Model that determines if a leader’s style is task-orientated or relationship-orientated and if it is effective for the situation at hand

House’s Path-Goal Leadership Model

Leaders help employees stay motivated by showing them how to reach their goals, offering support, and rewarding for good performance

Conclusion of Chapter 14

• Behavior > Traits

• No type of leader behavior is best suited for all situations