Leadership & Power

Power

the capacity of a person, team, or organization to influence others.

Power Holders

Potential to change attitudes and behavior however may be unaware of their power

Those influenced by power

• perceives that the power holder controls a valuable resource.

• involves a unequal dependence

Countervailing power

The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship

Models of power in organizations

Sources of power → Contingencies of Power → power over others

Sources of power ( L2RCE)

Legitimate: an agreements that one can request certain behaviors over others

Reward: Controls rewards values by others

Coercive: Ability to apply punishment

Referent: Capacity to influence others through respect for the power holder

Expert: Capacity to influence others by possessing knowledge or skills that they value

Contingencies of Power ( SCVD)

Substitutability: More power when there are no/few alternatives

Centrality: How connected is the Powerholder to other social networks.

Visibility: You are known as holder of valued resource

Discretion: The freedom to exercise judgment

Empowerments tends to increase:

• Motivation

• Job satisfaction

• Organizational commitment

• Job performance

People who feel powerful tend to:

• Are more likely to rely on stereotypes

• Have difficulty empathizing

• Have less accurate perceptions

When an individual has power over others:

• It produces a sense of duty or responsibility for the people one has power over

• These individuals tend to be more mindful of their actions and engage in less stereotyping

Social Networks

People connected to each other through forms of interdependence.

Three power resources gained through networks

1. Information

2. Visibility

3. Referent power

Social Network Ties

Strong: close-knot relationships that offer lots of resources more quickly however less unique.

Weak: more acquaintances however offer a unique resource not no offered by others.

Many: Resources increase with number of ties but limited capacity to form weak/strong ties

Social Network Centrality 3 factors

1. Betweenness – extent you are located between others in the network

2. Degree centrality -- Number of people connected to you

3. Closeness – stronger relationships

Structural Hole

an area between two+ dense social network areas that lack network ties.

Influence

is any behaviour that attempts to alter someone’s attitudes or behaviour

the 8 Types of influence

(Some Apes In Cages Use Perfect Illusions Everyday)

• Silent authority

• Assertiveness

• information control

• coalition formation

• upwards appeal

• Persuasion

• Impression management

• exchange

Silent Authority

Following requests without overt influence

Assertiveness

Actively applying legitimate and coercive power

Information control

Manipulating others' access to information

Coalition Formation

Group forms to gain more power than individuals alone

Upwards appeal

Appealing to higher authority

Persuasion

Logic, facts, emotional appeals

Impression management

Actively shaping our public image ( changing how we are perceived my others )

Exchange

Promising/reminding of current/past benefits in exchange for compliance

Resistance

people oppose the behaviour desired by the influencer

Compliance

motivated by external sources (rewards) to implement request

Commitment

identify with and highly motivated to implement request

Leadership

the ability to influence, motivate, and enable others to contribute towards the effectiveness of the organization of which they are members

Leadership theories

Situational Leadership: the best style depends on the ability/motivation of the followers.

Fiedler’s Contingency: leadership style is stable and is based on personality/.

Primary Leadership styles

Autocratic: leader makes decisions unilaterally, without much input from team members.

Laissez- faire: leaders provide minimal direction and allow team members to make decisions and solve problems on their own.

Democratic: leaders involve team members in the decision-making process

6 Secondary Leadership Styles (Servants Shared Transformational Paths Charismatically & Transactionally)

Shared: it’s a role and not assigned to one person

Transformational: leaders inspire and motivate with a clear vision

Charismatic: a personal trait that created referent power over followers

Servant: the main goal of the leader is to serve

Path-Goal: Leaders adjust their style to help employees achieve their goals.

Transactional: Focuses on supervision, organization or performance

Authentic Leadership

Know yourself: Engage in self-reflection and feedback from trusted sources

Be yourself: Develop your own style by applying you values

Attributes of effective leaders (PSKLCDEI)

• P: Personality

• S: Self-Concept

• K: Knowledge of the Business

• L: Leadership Motivation

• C: Cognitive/Practical Intelligence

• D: Drive

• E: Emotional Intelligence

• I: Integrity

Personality

out of the Big Five ( CANOE) the strongest in effective leadership is high extraversion and conscientiousness

Self-concept

• Clear self-view as a leader

• Positive self-evaluation

Leadership Motivation

the motivation to lead others and a strong need for socialized power

Knowledge of the business

Tacit and explicit knowledge of the organization’s environment

Cognitive/ Practical Intelligence

• Superior ability to analyze complex alternatives and opportunities

• Able to use business knowledge to solve real world problems