R4.1 - Obedience, Power, & Leadership

Social Power

The ability of a person to create conformity even when the people being influenced may attempt to resist those changes

Those who have power are those who are most able to influence others

Ex: bosses have power over workers; parents have power over children

Authoritarianism

A tendency to prefer things to be simple rather than complex and to hold traditional values

Related to higher levels of obedience

Conscientiousness

A tendency to be responsible, orderly, & dependable

Related to higher levels of obedience

Agreeableness

A tendency to be good natured, cooperative, & trusting

Related to higher levels of obedience

Moral Reasoning

The manner in which one makes ethical judgements

Predict resistance to the demands of the authority figure

Social Intelligence

An ability to develop a clear perception of the situation using situational cues

Predict resistance to the demands of the authority figure

Stanford Prison Study

Zimbardo, 1971

2 groups: prisoners and guards

Supposed to run for 2 weeks, but on the second day prisoners rebelled and guards decided to punish them harshly

Study was stopped by a former student, not involved in the study, who said it was immoral

People may be so profoundly influenced by their social situation that they become coldhearted jail masters who torture their victims

Reward Power

The ability to distribute positive or negative rewards

Occurs when one person is able to influence others by providing them with positive outcomes

Ex: bosses have reward power over employees because they can increase pay

• Usually more likely to produce public compliance than private acceptance

Coercive Power

The ability to dispense punishments

Power based on the ability to create negative outcomes for others (i.e., bullying, intimidating, or otherwise punishing)

Ex: bosses have coercive power over employees because they can reduce pay

• More likely to produce public compliance than private acceptance

Legitimate Power

Authority that comes from a belief on the part of those being influenced that the person has a legitimate right to demand obedience

Power vested in those who are appointed or elected to positions of authority

Ex: teachers, politicians, police officers, & judges

• Some private acceptance, some public compliance

Referent Power

Influence based on identification with, attraction to, or respect for the power-holder

An ability to influence others because they can lead those others to identify with them

Ex: member of an important reference group, charimatic/dynamic/persuasive leader, or a person who is particularly attractive or famous

• Private acceptance

Expert Power

Power that comes from others’ beliefs that the power-holder possesses superior skills & abilities

Type of informational influence based on the fundamental desire to obtain valid & accurate information

Ex: Doctors, teachers, lawyers, & computer experts

• Usually private acceptance

Leadership

Ability to direct or inspire others to achieve goals

Personality Theories of Leadership

Explanations of leadership based on the idea that some people are simply “natural leaders” because they possess personality characteristics that make them effective

Variables associated w/ effective leadership:

Intelligence, Social Skills, Sociable, Verbal Skills, Creativity, Self-confidence, Emotional Stability, Conscientiousness, Agreeableness, Expertise

Charismatic Leaders

Leaders who are enthusiastic, committed, & self-confident; tend to talk about the importance of group goals are a broad level; make personal sacrifices for the group

• Positive relationship between leader’s charisma & effective leadership

Transactional Leaders

Regular leaders who work with their subordinates to help them understand what is required of them & to get the job done

Transformational Leaders

More like charismatic leaders

Have a vision of where the group is going & attempts to stimulate & inspire their workers to move beyond their present status & to create a new & better future

Those who can reconfigure or transform group’s norms

Contingency Model of Leadership Effectiveness

Fred Fiedler

Model of leadership that focuses on both person variables & situational variables

• more personable someone was, the more their coworkers liked them; more task-oriented someone was, the less their coworkers liked them

3 Important aspects of group situation:

• Leader-member relations: degree to which leader has good relationship with group & support of members

• Task Structure: extend to which task is structured & unambiguous

• Position Power: Leader’s level of power/support in organization