13. Leadership Power In Organizations

Defining Leadership

  • Leadership ≠ merely holding a position of authority.

    • Being “the boss” does not automatically guarantee compliance or commitment from followers.

  • Widely-accepted working definition

    • Leadership is the process of influencing the attitudes, beliefs, behaviors, and emotions of other people.

    • Influence presupposes power; without power, attempts at leadership remain ineffective.

Power: Foundations & Typologies

French & Raven (1959) – 5 Bases of Power

  • Expert Power

    • Stems from specialized knowledge, credibility, or technical expertise.

    • Followers comply because they believe “this person knows best.”

  • Referent Power

    • Rooted in admiration, respect, or a desire for association.

    • Charisma, status, likability → “I want to be like them.”

  • Legitimate Power

    • Derives from formal position or title (e.g., manager, supervisor).

    • Institutionalized right to request behaviors.

  • Reward Power

    • Capacity to grant positive outcomes: \text{bonuses}, promotions, desirable tasks, pay raises.

  • Coercive Power

    • Capacity to impose negative consequences: disciplinary actions, salary cuts, termination.

Yukl (1989) – Political Power Within Organizations

  • Focuses on political action: tactics used to obtain & protect organizational power.

  • Three primary mechanisms:

    1. Controlling decision processes – shaping agendas, timing, or information to steer outcomes.

    2. Forming coalitions – exchanging support (“you back my project, I back yours”).

    3. Co-opting opposition – reduce resistance from critics by involving them in decision-making processes.

Political Skill (Ferris et al., 2005)

  • A social effectiveness construct – “street smarts” for organizational life.

  • Four dimensions:

    1. Social Astuteness – keen insight into motives & dynamics.

    2. Interpersonal Influence – adaptive, convincing communication.

    3. Networking Ability – cultivating diverse, resource-rich relationships.

    4. Apparent Sincerity – projecting (and/or possessing) authenticity & integrity.

  • Outcome: Politically skilled leaders typically achieve higher leader effectiveness, greater follower commitment, and smoother navigation of politics.

Major Leadership Theories & Approaches

  • Seven central frameworks covered:

    1. Trait Approach

    2. Leader Behavior Approach

    3. Fiedler’s Contingency Theory

    4. Path–Goal Theory

    5. Leader–Member Exchange (LMX)

    6. Transformational Leadership

    7. Vroom–Yetton Decision Model

1. Trait Approach – “Who Becomes / Excels as a Leader?”

  • Premise: Certain stable personal characteristics predict leadership.

  • Research streams:

    • Employee Selection – correlating traits (e.g., cognitive ability) with managerial performance.

    • Leader Emergence – laboratory groups studied to see who naturally takes charge.

  • Meta-analysis (Judge, Bono, Ilies & Gerhardt, 2002):

    • Effective & emergent leaders score high on the Big Five personality traits.

  • Application: Use trait assessments in hiring / succession planning.

2. Leader Behavior Approach – “What Do Leaders Actually Do?”

  • Argues behavior, not identity, drives leadership success.

  • Leadership Style = consistent clusters of behaviors (e.g., participative vs. autocratic).

  • Stogdill (1963) dimensions:

    • Consideration – warmth, support, concern for employee welfare.

    • Initiating Structure – clarifying roles, setting goals, scheduling work.

  • Empirical finding: Low consideration + High structure ➔ ↑ grievances & turnover; High consideration + Low structure ➔ ↑ satisfaction & retention.

  • Practical takeaway: Balance task clarity with genuine relational care.

3. Fiedler’s Contingency Theory – “Match Leader to Situation”

  • Leadership effectiveness = f(leader’s motivation, situational control).

  • Diagnosing leader motivation via Least Preferred Coworker (LPC) scale:

    • High LPC → relationship-motivated (values harmony).

    • Low LPC → task-motivated (values goal achievement).

  • Situational control determined by three factors:

    1. Leader–member relations – quality of interpersonal rapport.

    2. Task structure – clarity & routine of assignments.

    3. Position power – formal authority to reward/punishment.

📈 Predictions Based on LPC:

🧊 Low LPC leaders (task-focused):

  • Thrive in very high control situations because they can just get things done with no resistance.

  • Also thrive in very low control situations, because everything’s chaotic, and someone needs to just take charge and push through.

But they struggle when it’s in-between — when tasks aren’t clear, and they can’t just bulldoze ahead.

💛 High LPC leaders (relationship-focused):

  • Do best in moderate control situations.

  • Why? Because that’s when leadership requires building trust, smoothing over conflict, and keeping the team together — their natural strengths.

  • Practical implication: Do not train leaders to change style; instead place them in contexts that fit their LPC orientation.

4. Path–Goal Theory – “Leader as Motivational Enhancer”

  • Leader clarifies the path to valued goals & provides rewards.

  • Four leadership styles (adopted flexibly):

    1. Supportive – shows concern; reduces stress.

    2. Directive – provides structure & expectations.

    3. Participative – solicits input; joint decisions.

    4. Achievement-Oriented – sets challenging goals; emphasizes excellence.

  • Contingency variables:

    • Subordinate characteristics

    • Locus of control (internal vs. external)

    • Self-perceived ability (confidence / competence)

    • Task/situational characteristics – danger, repetitiveness, ambiguity.

  • Example propositions:

    • Tedious, stressful tasks → use supportive style to raise morale.

    • Unstructured tasks with novice workers → use directive style for clarity.

🧭 So what should a leader do?

  • If your team has Internal LoC, don’t micromanage.
    ➤ Use a participative style — involve them in decisions, give them room to think and act.

  • If your team has External LoC, they want a clearer map.
    ➤ Use a directive style — give clear steps, strong guidance, and reassurance.

5. Leader–Member Exchange (LMX) – “Dyadic Relationships Matter”

  • Instead of treating all team members the same, leaders build different kinds of relationships with different people. These relationships are dyadic — meaning one-on-one, not group-based.

  • Two categories:

    • Cadre / In-Group : Trusted confidants; receive consideration & participation.

      • These are the favorites (earned trust over time).

        • The leader trusts them.

        • They get more freedom, influence, and support.

        • The leader includes them in decisions or gives them cool projects.

        • Their relationship is built on mutual respect and loyalty.

        • Path to join cadre: Demonstrate dependability

    • Hirelings / Out-Group : Limited trust; experience directive oversight.

      • These are more like the “just-do-your-job” group.

        • Their interactions with the leader are more formal, task-focused, and limited.

        • They don’t get special treatment or involvement in decision-making.

        • The leader gives them instructions, but not necessarily trust or extra responsibility.

    Of course, Kei! Here’s a clear and simple summary of the slides starting from Transformational Leadership Theory to the last slide:

    6. 🌟 Transformational Leadership Theory

    Transformational leaders go beyond just managing — they inspire and uplift their followers to achieve more than they thought possible.

    🔥 Key Traits:

    • Charismatic

    • Inspiring

    • Visionary

    • Caring

    💡 4 Core Components:

    1. Idealized Influence: They model high standards and gain respect by walking the talk.

    2. Inspirational Motivation: They communicate a powerful, hopeful vision that motivates followers.

    3. Intellectual Stimulation: They encourage people to think creatively, challenge norms, and try new solutions.

    4. Individualized Consideration: They personally care about each team member’s growth and well-being.

    7. 🧠 Vroom-Yetton Decision Model

    This model helps leaders decide how much involvement to give their team in making decisions.

    🧭 5 Decision-Making Styles:

    1. Leader makes decision alone.

    2. Leader asks for info, then decides alone.

    3. Leader consults some team members, then decides.

    4. Leader discusses with all, then decides.

    5. Leader lets the team decide together.

    🧩 Decision style depends on 7 factors, like:

    • Is decision quality critical?

    • Does the leader have enough info?

    • Will team accept the decision?

    • Is there conflict among subordinates?

    ➡ Leaders should adapt their style based on the situation!

    👩‍💼 Women in Leadership

    🧱 Glass Ceiling:

    • Refers to the invisible barrier preventing women from reaching higher management positions.

    • Often due to stereotypes — people picture "leaders" as having more "male" traits.

    🛠 How to Break It:

    • Strong commitment to equal opportunities.

    • Fair and standardized hiring/promoting processes.

    • Reducing subjective judgments that can lead to bias.

    🧾 Final Quote (for reflection):

    “A leader is one who knows the way, goes the way, and shows the way.”
    — John C. Maxwell

    Let me know if you want a one-page infographic version or quick revision flashcards for this section!