MGT 3404 C14

Chapter 14: Power, Influence, and Leadership

Power: The ability to marshal human, informational, and other resources to get something done.

Types of Power:

  1. Legitimate - power that results from managers’ formal positions within the organization
  2. Reward - power that results from managers’ authority to reward their subordinates
  3. Coercive - results from managers’ authority to punish their subordinates
  4. Expert - result from one’s specialized information or expertise
  5. Referent - results from one’s personal attraction (charisma)
  6. Informational - results from one’s access to information

Personalized power - power directed at helping oneself

Socialized power - power directed at helping others

Authority - the right to perform or command

Influence tactics: conscious efforts to affect and change behaviors in others

Leadership: The ability to influence employees to voluntarily pursue organizational goals. Refers to both formal and informal roles.

Managerial leadership - influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals

Leaders vs Managers

Leaders - inspire, encourage, and rally others to achieve great goals, create and articulate company vision and strategic plan

Managers - conduct planning, organizing, directing, and controlling, implement company vision and plan

Behavioral leadership approaches: Attempts to determine the distinctive styles used by effective leaders

Two types:

  1. Task-oriented - ensure that human, physical, and other ­resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals
  2. Relationship-oriented - form of leadership that is primarily concerned with the leader’s interactions with his or her people

Takeaways:

  1. A leader’s behavior is more important than his/her traits
  2. No type of leadership behavior is best suited for all situations

Contingency Leadership Model: Fielder’s Approach

A model that determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand

Three Dimensions of Situational Control

  1. Leader-member relations- reflect the extent to which a leader has or doesn't have the support, loyalty, or trust of the workgroup
  2. Task structure- refers to the extent to which tasks are routine, unambiguous, and easily understood
  3. Position power- refers to how much power a leader has to make work assignments, reward, and punish

Transactional Leadership

  • Focuses on clarifying the employee's roles + task requirements and providing rewards/punishments contingent on performance
  • Is an essential prerequisite to effective leadership, and the best leaders learn to display both transactional and transformational styles of leadership

Transformational Leadership

  • Transforms employees to pursue organizational goals over self-interests
  • Leads to superior performance when it adds to transactional leadership
  • Can be used to train employees at any level
  • You can prepare and practice being transformational
  • It should be used for ethical reasons

Key Behaviors

  1. Inspirational motivation
  2. Idealized influence
  3. Individualized consideration
  4. Intellectual stimulation

Servant Leadership

Focuses on providing increased service to others (goals of both followers and the organization) rather than yourself

Humility

A relatively stable trait grounded in the belief that “something greater than the self exists”

5 key qualities:

  1. High self-awareness
  2. Openness to feedback
  3. Appreciation of others
  4. Low self-focus
  5. Appreciation of the greater good

Empowering Leadership

  • “I want my employees to feel they have control over their work” high in giving autonomy
  • Represents the extent to which a leader creates perceptions of psychological empowerment in others
  • Psychological empowerment is employees' belief that they have control of their work

Ethical Leadership

  • “I am ready to do the right thing”
  • Includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern

Followers - What they look for:

  1. Significance
  2. Community
  3. Excitement

Abusive Supervision

Causes: organizational culture, individual differences, early life experiences

  • Increases negative outcomes

Dark Triad Traits

Narcissism - A self-centered perspective, feelings of superiority, and a drive for personal power and glory

Machiavellianism - A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles

Psychopathy - A lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others