MNGT 3460 EXAM 3 WESSON

Leadership

the use of power and influence to direct the activities of followers toward goal achievement.

Power

the ability to influence the behavior of others and resist unwanted influence in return.

What can power be seen as?

the ability to resist the influence attempts of others

What are the three types of Organizational Power?

legitimate power, reward power, coercive power

Legitimate Power

derived from a position of authority inside the organization and is sometimes referred to as "formal authority."

Reward Power

exists when someone has control over the resources or rewards another person wants.

Coercive power

exists when a person has control over punishments in an organization

Types of Personal Power

expert and referent

Expert Power

derived from a person's expertise, skill, or knowledge on which others depend

Referent Power

exists when others have a desire to identify and be associated with a person.

Substitutability

the degree to which people have alternatives in accessing resources

Discretion

the degree to which managers have the right to make decisions on their own.

Centrality

represents how important a person's job is and how many people depend on that person to accomplish their tasks.

Visibility

is how aware others are of a leader's power and position

Influence

the use of an actual behavior that causes behavioral or attitudinal changes in others

Influence cont.

-Influence can be seen as directional

.• Most frequently occurs downward (managers influencing employees) but can also be lateral(peers influencing peers) or upward (employees influencing managers).

- Influence is all relative.

• Absolute power of the "influencer" and"influencee" isn't as important as the disparity between them

Rational persuasion

is the use of logical arguments and hard facts to show the target that the request is a worthwhile one

An inspirational appeal

is a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction.

Consultation

occurs when the target is allowed to participate in deciding how to carry out or implement a request

How does a leader use collaboration?

by attempting to make it easier for the target to complete the request.

Ingratiation

is the use of favors, complements, or friendly behavior to make the target feel better about the influencer

Personal appeals

are when the requestor asks for something based on personal friendship or loyalty

Apprising

occurs when the requestor clearly explains why performing the request will benefit the target personally.

Pressure

is the use of coercive power through threats and demands.

Coalitions

occur when the influencer enlists other people to help influence the target

When is an exchange tactic used?

when the request or offers a reward or resource to the target in return for performing a request

When do influence tactics seem to be the most successful?

when they are used in combination

What type of influence tactics tend to be the most successful?

the ones that are "softer" in nature

Internalization

occurs when the target of influence agrees with and becomes committed to the influence request (behaviors and attitudes)

Compliance

occurs when targets of influence are willing to do to what the leader asks, but they do it with a degree of ambivalence (behaviors but not attitudes)

Resistance

occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it.

Organizational politics

can be seen as actions by individuals that are directed toward the goal of furthering their own self‐interests.

Political Skill

is the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

Networking Ability

is an adeptness at identifying and developing diverse contacts

Social astuteness

is the tendency to observe others and accurately interpret their behavior.

Interpersonal influence

involves having an unassuming and convincing personal style that's flexible enough to adapt to different situations

Apparent sincerity

involves appearing to others to have high levels of honesty and genuineness

How many different styles can a leader use when handling conflict?

five

What can the five styles of handling conflict be viewed as?

combinations of two separate factors: how assertive leaders want to be in pursuing their own goals and how cooperative they are with regard to the concerns of others

Competing

(high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results

Avoiding

(low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.

Accommodating

(low assertiveness, high cooperation)occurs when one party gives in to the other and acts in a completely unselfish way

Collaboration

(high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes

Compromise

(moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give‐and‐take concessions.

Negotiation

is a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

Distributive bargaining

involves win-lose negotiating over a "fixed‐pie" of resources.

Integrative bargaining

negotiation that seeks one or more settlements that can create a win-win solution

What are the Negotiation Stages?

preparation, exchanging information, bargaining, closing and commitment

Preparation

each party determines what its goals are for the negotiation and whether or not the other party has anything to offer.• Single most important stage of negotiating process.

BATNA

describes each negotiator's bottom line.

Exchanging information

each party makes a case for its position and attempts to put all favorable information on the table

Bargaining

The goal is for each party to walk away feeling like it has gained something of value(regardless of the actual bargaining strategy).• The stage most people imagine when they hear"negotiation"

Closing and Commitment

entails the process of formalizing an agreement reached during the previous stage.

Power and Influence are?

moderately correlated with job performance.

Power and Influence are?

moderately related to organizational commitment

What happens when a leader draws on personal sources of power, such as expert and referent power?

a stronger emotional bond can be created with the employee, boosting affective commitment

What should the effective use of power do?

it should increase job satisfaction and a sense of trust in the leader, all of which are associated with increased commitment levels.

Alternative dispute resolution

is a process by which two parties resolve conflicts through the use of a specially trained, neutral third party.

Mediation

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution.

Arbitration

occurs when a third party determines a binding settlement to a dispute

What is the goal of dispute resolution?

always to have the two parties come to a voluntary agreement.

Leader-member exchange theory

describes how leader-member relationships develop over time on a dyadic basis

Role taking phase

a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors

Role making phase

the employee's own expectations for the dyad get mixed in with those of the leader

Leader effectiveness

is the degree to which the leader's

actions result in the achievement of the unit's goals, the

continued commitment of the unit's employees, and the

development of mutual trust, respect, and obligation in

leader-member dyads

What have most studies concluded about traits

that they are are more predictive of leader emergence (i.e., who becomes a leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a leadership role)

What do decision making styles do?

capture how a leader decides as opposed to what a leader decides.

Autocratic style

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Consultative style

the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him‐ or herself.

Facilitative style

the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's. (commander lewis in the martian)

Delegative style

the leader gives an individual employee or group of employees the responsibility for making the decision within some set of specified boundary conditions.

Time-Driven Model of Leadership

suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations.• The model suggests that seven factors combine to make some decision‐making styles more effective in a given situation and other styles less effective

The seven factors of the time-driven model of leadership

decision significance, importance of commitment, leader expertise, likelihood of commitment, shared objectives, employee expertise, teamwork skills

Decision Significance

Is the decision significant to the success of the project or the organization?

Importance of Commitment

is it important that employees "buy in" to the decision?

Leader Expertise

Does the leader have significant knowledge or expertise regarding the problem?

Likelihood of Commitment

How likely is it that employees will trust the leader's decision and commit to it?

Shared Objectives

Do employees share and support the same objectives, or do they have an agenda of their own?

Employee Expertise

Do the employees have significant knowledge or expertise regarding the problem?

Teamwork Skills

Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?

Initiating structure

reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment.- Leaders who are high on initiating structure play a more active role in directing group activities and prioritize planning, scheduling, and trying out new ideas.

Consideration

reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.- Leaders who are high on consideration create a climate of good rapport and strong, two‐way communication and exhibit a deep concern for the welfare of employees.• Initiating structure and consideration were independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other

Life Cycle Theory of Leadership

Optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Readiness

is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks

Telling

(high initiating structure, low consideration) —the leader provides specific instructions and closely supervises performance.

Selling

(high initiating structure, high consideration) —the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees

Participating

(low initiating structure, high consideration) — the leader shares ideas and tries to help the group conduct its affairs.

Delegating

(low initiating structure, low consideration)

Transformational leadership

involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

Laissez‐faire leadership

(i.e., hands‐off) is the avoidance of leadership altogether

Transactional leadership

occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance

passive management‐by‐exception

the leader waits around for mistakes and errors, then takes corrective action as necessary

active management‐by‐exception

he leader arranges to monitor mistakes and errors actively and again takes corrective action when required.

Contingent reward

happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance

Idealized influence

involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader. "The leader instills pride in me for being associated with him/her"

Inspirational motivation

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future. "The leader articulates a compelling vision of the future."

Intellectual stimulation

involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways. "The leader gets others to look at problems from many different angles"

Individualized consideration

involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring. "The leader spends time teaching and coaching."

How important is leadership?

Transformational leadership affects the job performance of the employees who report to the leader.• Employees with transformational leaders tend to have higher levels of task performance and engage in higher levels of citizenship behaviors.• Employees with transformational leaders tend to be more committed to their organization

Substitutes for leadership model

suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance