Chapter 12 - Authority, Leadership, and Supervision

Power

the ability to

• obtain compliance by means of coercion

• have one’s own will carried out despite resistance

force

naked strength

• does not seek consensus or agreement

power over another person can

narrow that person’s range of choice and obtain compliance

influence differs in power because

influence does not use force

• has voluntary acceptance and compliance

• seeks consensus and agreement

• relies on persuasion

• +/-

power is ——- whereas influence is ——— ———-

forced, accepted voluntarily

formal authority can also be termed as

legitimate power

formal authority

the right to

• issue orders and to direct action

• to employ resources, make commitments, exercise control

authority is both complemented by

power and influence

sources of power, influence and authority

• acceptance or consent

• patterns of formal organization

• cultural expectations

• technical expertise

• characteristics of authority holders

consent/consent theory of formal authority

the concept that authority involves a subordinate’s acceptance of a superior's decision

zone of indifference

the area in which an individual accepts an order without conscious questioning

• a range is more or less anticipated by subordinate

• ex. teacher and exams

zone of acceptance

workers are willing to accept the decisions made for them by their superiors, based on a sense of community, purpose, habit, and leadership

the psychological contract

reciprocal relationship with our authority figures

• the worker accepts the decisions of the boss, if the boss respects them and their efforts

• workers expect just rewards for their compliance

Max Weber’s Formal Theory of Organizational Authority

3 forms of authority

• charismatic

• traditional

• rational - legal

charismatic authority is found in

religious, political and social groups that lack historical formal role structures

charismatic authority organization survival is linked to the

leader

• group has deep devotion and irrational faith in the leader, does not question

charismatic authority features a leader with

unique, extraordinary leadership qualities

the problem of traditional authority

how to succeed the charismatic leader?

traditional authority solves the problem by

producing a system to designate and legitimize a new leader of heir

• develops a system of roles and formal authority

• “the routine of charisma”

• how most of today’s formal religions evolved

rational-legal authority is a form of leadership in which

the authority of an organization or ruling regime is largely tied to legal rationality, legal legitimacy, and bureaucracy

rational-legal authority is based on out

social and legal code

rational-legal authority makes the

rights and duties of group members consistent with the greater society

rational-legal authority results in the creation of

bureaucracies

rational-legal authority characteristics

• authority rests in the office holder

• system of rules and laws

• delegation of authority

• legal constraints placed on office holders

• makes the rights and duties of group members with the greater society

professional practitioner-manager’s authority

1. hired bc of professional training and specialized skills

2. then placed into a position of having formal authority

3. may be enhanced by personality traits

4. or enhanced by participative style, leading to wide zone of acceptance

your use of authority is restricted/limited by

• organizational position

• legal and contractual mandates

• social limitations

• physical limits

• technological constraints

• economic constraints

• zone of acceptance

importance of delegation

• leads to increased zone of acceptance and cooperation

• workers who are in contact with clients can take effective action without delay

• manager is free to attend to other duties

do’s and don’ts of delegation

1. know when to delegate

2. know when not to delegate

3. avoid countermanding supervisors

4. set up a balanced system of availability and support

5. know who you can trust to serve as your surrogate

supporting the unit supervisors

• formal periodic meetings focusing on workflow

• formal developmental meetings focusing on supervisory skills

• mentoring and career path development

• informal daily interaction as needed

• combination of formal and informal interaction

rules of leadership

1. hire the best people you can afford

   1. don’t be afraid to hire your weakness

2. train them

3. let them fail, but provide a safety net for their failures

4. continue to develop them through in-service and external training

5. reward them

leadership is the ability to

• get things done through other people

• organize tasks and make things happen

• make the critical decisions

• achieve organizational objectives by coordinating, motivating, and directing work group

leaders are not born, they

develop

functions of a leader

• take calculated risks

• are the catalytic agent for change

• represent the group

• absorb the group’s frustration and hostility

• embody the values of the organization

• learn to separate one’s personal life from professional

successful leaders have

adaptive behavior

• learn that strategies do not work in all situations

• know leadership styles

• take them as fluid continuum

leadership styles

• autocratic

• bureaucratic

• participative

• laissez-faire

• paternalistic

autocratic

boss centered, dictatorial

bureaucratic

the rules are the law

participative

contribution of the group to the effort is emphasized

laissez-faire

free-rein, individuals are self-motivated

paternalisitc

treat the employees like children, tell them what to do in a nice way

influence on leadership style

• work assignment

• employee’s personality and ability

• employee’s attitude toward manager

• manager’s personality and ability

primary purpose of most disciplinary action should be

correction of behavior

the progressive discipline process

1. general counseling: reverse chairs

2. oral warning

3. written warning

4. suspension/layoff as necessary

5. termination

employee fires themself