Chapter 11: Leadership

power

potential ability to influence the behavior of others

influence

the effect that a person’s actions have on the attitudes, values, belief, or behavior of others 

• Leverage 

• Persuasion 

Legitimate power

power that comes from a manager’s formal position in an organization and the authority granted by that position 

Reward power

results from authority to bestow rewards 

Coercive power

stems from the authority to punish or recommend punishment 

Expert power

power that results from a leader’s special knowledge or skill in the tasks performed by subordinates 

Referent power

results from characteristics that command subordinate’s identification with, respect and admiration for, and desire to emulate the leader

Leadership

the ability to influence people toward the attainment of goals 

Servant leadership

transcending self-interest to serve others, the organization, and society 

Authentic leadership

draws on a leader’s self-awareness, self-regulation, and alignment of words and actions toward followers and inspire trust

Level 5 leadership

• Highest level in a hierarchy of manager capabilities 

• Lack of ego (humility) 

  • Fierce resolve to do what is best for organization 

  • May seem shy and self effacing 

  • Accept responsibility for failures and give credit for success to other people 

humility

being unpretentious and modesty 

Interactive leadership

leader favors a consensual and collaborative process, and influence drives from relationships rather than position power and formal authority 

Leader A

Decisive, works well under pressure, negotiates, willing to take risks 

Leader C

Emotional, manipulative, works out compromises, values people from diverse backgrounds 

Transformational leadership

individuals distinguished by their special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers

Authoritarian leaders

achieve results through compliance. Emphasizes rewards and punishments 

Charismatic Leaders

articulate a clear, appealing vision, exerting idealized influence, and providing inspirational motivation to stimulate people to do more than they would normally do, despite obstacles and personal sacrifice 

Transactional leadership

individuals who clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and display consideration for followers 

Traits

distinguishing personal characteristics of a leader

strengths

natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with the best tools for accomplishment and satisfaction

Job-centered leaders (less effective)

Focus on meeting schedules, cost-management, and production efficiency • Less concerned with goal achievement and human needs

Employee-centered leaders (most effective)

• Establish high performance goals • Display supportive behavior to subordinates

Contingency approaches

methods of exploring how the organizational situation influences leader effectiveness

• Approaches

• Fiedler’s contingency theory

• Situational mode

Fiedler’s Contingency Theory

Leader’s style is task-oriented or relationship-oriented.

• Leadership style is difficult to change.

• Favorability of a leadership situation can be analyzed in terms of three elements:

• Quality of relationships between leader and followers

• Degree of task structure

• Extent to which the leader has formal authority over followers

Situational model

originated with Hersey and Blanchard, focuses a great deal of attention on the characteristics of followers in determining appropriate leadership behavior

Willingness

combination of confidence, commitment, and motivation

Ability

amount of subordinate’s knowledge, experience, and demonstrated skill

Critical thinking

thinking independently and being mindful of the effect of one’s behavior on achieving goals

Uncritical thinking

failing to consider the possibilities beyond what one is told and accepting others’ ideas without thinking

Alienated follower

an independent, critical thinker but is passive in the organization

Conformist

follower who participates actively in the organization but does not use critical thinking skills

Pragmatic survivor

follower who has qualities of all four follower styles, depending on which fits the prevalent situation

Passive follower

one who exhibits neither critical independent thinking nor active participation

Effective follower

a critical, independent thinker who actively participates in the organization