five bases of power (influence) reward power: promising or granting rewards. reward power: promising...
TRANSCRIPT
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Five Bases of Power Five Bases of Power (Influence)(Influence)• Reward power:Reward power: Promising or Promising or
granting rewards.granting rewards.• Coercive power:Coercive power: Threats or Threats or
actual punishment.actual punishment.• Legitimate power:Legitimate power: Based on Based on
position or formal authority.position or formal authority.• Expert powerExpert power: : Influence based Influence based
on being perceived as having on being perceived as having important knowledge or skillimportant knowledge or skill..
• Referent power:Referent power: Power of Power of one’s personality (charisma).one’s personality (charisma).
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Bases/Types of PowerBases/Types of Power
Positional - Likely ResponsePositional - Likely Response
Legitimate - ComplianceLegitimate - Compliance
Reward - ComplianceReward - Compliance
Coercive - ResistanceCoercive - Resistance
PersonalPersonal
Referent - CommitmentReferent - Commitment
Expert - CommitmentExpert - Commitment
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Bases/Types of PowerBases/Types of Power Industrial Workers’ Industrial Workers’
Perceptions ofPerceptions of PreviousPrevious
Frequency of Use (Ranks)Frequency of Use (Ranks) StudentsStudents
Legitimate - 1Legitimate - 1 2 2
Reward - 3 3Reward - 3 3
Coercive - 5 5Coercive - 5 5
Referent - 4 4Referent - 4 4
Expert - 2 1Expert - 2 1
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More Types?More Types? Information?Information? Association?Association?
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General Strategies for Gaining General Strategies for Gaining PowerPower
These strategies work best when there is These strategies work best when there is
“ “non-substitutability”; i.e., others are non-substitutability”; i.e., others are dependent on youdependent on you for these things. for these things.
Provide Scarce ResourcesProvide Scarce Resources Provide InformationProvide Information Resolve Important ProblemsResolve Important Problems Reduce UncertaintyReduce Uncertainty
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Politics in Org. DecisionsPolitics in Org. DecisionsQuestionnaireQuestionnaire
2 - Promotions2 - Promotions 10-Hiring10-Hiring 8-Pay8-Pay 6-Budget6-Budget 4-Facilities4-Facilities 3-Delegation3-Delegation
1-Interdept. 1-Interdept. Coord.Coord.
9-Personnel 9-Personnel PoliciesPolicies
11-Discipline11-Discipline 5-Work Appraisal5-Work Appraisal 7-Grievances7-Grievances
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Organizational PoliticsOrganizational PoliticsOrganizational PoliticsOrganizational Politics
Organizational politicsOrganizational politics are the activities are the activities managers engage in to increase their power managers engage in to increase their power and use it to achieve their goals.and use it to achieve their goals.– Politics can be Politics can be negativenegative or or positivepositive..
» Political activity helps get things done that are not Political activity helps get things done that are not specifically assigned in job descriptions.specifically assigned in job descriptions.
» Political activity allows a manager to gain support for Political activity allows a manager to gain support for an idea, e.g., a needed change.an idea, e.g., a needed change.
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Political BehaviorPolitical Behavior LeastLeast Political ( Political (PositivePositive Politics) Politics)– Personal Goals compatible with org’s.Personal Goals compatible with org’s.– Sanctioned use of power (Socialized)Sanctioned use of power (Socialized)» e.g., developing skills, using referent powere.g., developing skills, using referent power
Most Most Political (Political (NegativeNegative Politics) Politics)– Personal and Org. goals incompatiblePersonal and Org. goals incompatible– Unsanctioned use of power (Personalized)Unsanctioned use of power (Personalized)» e.g., withholding information, backstabbing, using e.g., withholding information, backstabbing, using
coercive powercoercive power
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Political Strategies for Gaining Political Strategies for Gaining PowerPower
NetworkingNetworkingassociate with the right people (people associate with the right people (people
with the power or resources to help or with the power or resources to help or hurt you).hurt you).
– CoalescingCoalescing
combine resources with others to pursue combine resources with others to pursue common objectivescommon objectives
– Co-optingCo-opting
form alliances with those who are form alliances with those who are obstaclesobstacles
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Managing Organizational PoliticsManaging Organizational Politics
Have rules, policies when appropriateHave rules, policies when appropriate Establish a climate of trustEstablish a climate of trust Make goals clearMake goals clear Measure and Reward performanceMeasure and Reward performance Stress teamwork over competitionStress teamwork over competition Break-up negative political factionsBreak-up negative political factions
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Major Leadership Theory IssuesMajor Leadership Theory Issues Are leaders born that way or do they learn Are leaders born that way or do they learn
leadership behaviors? (Traits vs. Behaviors)leadership behaviors? (Traits vs. Behaviors) Is there one best way to lead in all situations? Is there one best way to lead in all situations?
(Universal vs. Contingency) (Universal vs. Contingency)– If Contingency, what variables are important?If Contingency, what variables are important?» e.g., Followers, Task, Environmente.g., Followers, Task, Environment
How much should the leader allow How much should the leader allow subordinates to participate in decisions?subordinates to participate in decisions?
How can you improve leadership?How can you improve leadership?
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Types of Leadership TheoriesTypes of Leadership TheoriesTypes of Leadership TheoriesTypes of Leadership Theories
TraitsTraits
BehaviorsBehaviors
UniversalUniversal
Type I:Type I:Trait TheoriesTrait Theories
Type II:Type II:Ohio St., Mich., Ohio St., Mich.,
Lead. GridLead. Grid
ContingentContingent
Type III:Type III:FiedlerFiedler
Type IV:Type IV:Hersey-Blanch.,Hersey-Blanch.,
Path-Goal, VroomPath-Goal, Vroom
LeaderLeaderAttri-Attri-butesbutesStressedStressed
ApplicabilityApplicability
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Types of Leadership TheoriesTypes of Leadership Theories
Trait Theories Trait Theories – e.g., Self-Confidence, Persistencee.g., Self-Confidence, Persistence– Don’t predict actions wellDon’t predict actions well– Don’t explain how traits translate into actionDon’t explain how traits translate into action
Universal TheoriesUniversal Theories– Research disprovesResearch disproves
Contingency-Style Theories (Type IV)Contingency-Style Theories (Type IV)– Most prevalent todayMost prevalent today
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Traits thatTraits thatGenerally DifferentiateGenerally Differentiate
Leaders from NonleadersLeaders from Nonleaders DriveDrive Desire to LeadDesire to Lead Honesty and IntegrityHonesty and Integrity Self-ConfidenceSelf-Confidence IntelligenceIntelligence Job-Relevant KnowledgeJob-Relevant Knowledge
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2 Basic Leadership Styles2 Basic Leadership Styles(in Types II, III, and IV Theories)(in Types II, III, and IV Theories)
Category 1Category 1 Initiating Structure---Initiating Structure--- Job-Centered----------Job-Centered---------- Conc. for Production- Conc. for Production- Task-Oriented---------Task-Oriented--------- Directive----------------Directive----------------
Category 2Category 2 ConsiderationConsideration Employee-CenteredEmployee-Centered Concern for PeopleConcern for People Relationship-OrientedRelationship-Oriented SupportiveSupportive
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THE OHIO STATE MODEL OF THE OHIO STATE MODEL OF LEADER BEHAVIORSLEADER BEHAVIORS
Low InitiatingStructure
HighConsideration
High InitiatingStructure
LowConsideration
High InitiatingStructure
HighConsideration
Low InitiatingStructure
LowConsideration
High
Low
Low High
Consideration
Initiating Structure
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Blake & Mouton’sBlake & Mouton’sLeadership GridLeadership Grid
HighHigh
HighHighLowLow
LowLow Concern for ProductionConcern for Production
Con
cern
for
Peo
ple
Con
cern
for
Peo
ple
Country Club Country Club ManagementManagement
Impoverished Impoverished ManagementManagement
Team Team ManagementManagement
Authority-Authority-Compliance Compliance ManagementManagement
Middle-of-Middle-of-the-Road the-Road ManagementManagement
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Michigan Studies Michigan Studies
Employee-Centered LeadersEmployee-Centered Leaders Job-Centered Leaders Job-Centered Leaders
(Leaders are supposedly Either on (Leaders are supposedly Either on OR the other - These were OR the other - These were viewed as opposite extremes of viewed as opposite extremes of the same continuum - cf., Fiedler)the same continuum - cf., Fiedler)
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Contingency ApproachesContingency Approaches
Identify relevant Identify relevant Situational Situational VariablesVariables and what and what Leader Leader Traits or StylesTraits or Styles are appropriate are appropriate for each.for each.
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Situational VariablesSituational Variables FieldlerFieldler
– Leader-Member RelationsLeader-Member Relations– Task StructureTask Structure– Leader Position PowerLeader Position Power
Hersey and BlanchardHersey and Blanchard– Follower Readiness (Ability, Willingness)Follower Readiness (Ability, Willingness)
Path-Goal TheoryPath-Goal Theory– Subordinates’ Ability, PersonalitySubordinates’ Ability, Personality– EnvironmentEnvironment
» TaskTask» WorkGroupWorkGroup» Organization Authority SystemOrganization Authority System
VroomVroom– What is needed to facilitate a What is needed to facilitate a QualityQuality decision decision– What is needed to bolster employee What is needed to bolster employee MoraleMorale
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Fiedler’s Contingency TheoryFiedler’s Contingency Theory (Type III Theory) (Type III Theory)
Situational VariablesSituational Variables Leader-Member Leader-Member
RelationsRelations
– Good vs. PoorGood vs. Poor Task StructureTask Structure
– Structured vs. Structured vs. UnstructuredUnstructured
Leader Position PowerLeader Position Power
– Strong vs. Weak Strong vs. Weak
Leader TraitsLeader Traits Relationship-oriented Relationship-oriented
(High LPC)(High LPC) Task-oriented (Low Task-oriented (Low
LPC)LPC)
(Fiedler believed it is easier (Fiedler believed it is easier to change a situation to change a situation than to change a leader)than to change a leader)
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Fiedler’s Contingency TheoryFiedler’s Contingency TheoryPredictions:Predictions:
Task-Oriented LeadersTask-Oriented Leaders-Most effective when situation is -Most effective when situation is
either highly favorable or highly either highly favorable or highly unfavorable (research supports well)unfavorable (research supports well)
Relationship-Oriented LeadersRelationship-Oriented Leaders -Most effective when situation is -Most effective when situation is
moderately favorable moderately favorable (less research support)(less research support)
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Hersey and Blanchard's Hersey and Blanchard's Situational Theory (Type IV)Situational Theory (Type IV)
Situational VariablesSituational Variables
Followers’ Readiness / Followers’ Readiness / Maturity is due to :Maturity is due to :
AbilityAbility WillingnessWillingness
Leader BehaviorsLeader Behaviors Task Behavior (High or Task Behavior (High or
Low)Low) Relationship Behavior Relationship Behavior
(High or Low)(High or Low)4 Combinations 4 Combinations Including:Including:
Telling (H-L)Telling (H-L)Selling (H-H)Selling (H-H)Participating (L-H)Participating (L-H)Delegating (L-L)Delegating (L-L)
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Hersey & Blanchard’s Hersey & Blanchard’s Situational LeadershipSituational Leadership
HighRelationship
and->->->LowTask
HighTask
<-<-<-andHigh
Relationship
LowRelationship
<-<-<-andLowTask
HighTask
and->->->Low
Relationship
High Low
R4 R3 R2 R1
Moderate
Task BehaviorTask Behavior HighHigh
HighHigh
LowLow
Rel
atio
nsh
ip B
ehav
ior
Rel
atio
nsh
ip B
ehav
ior
Del
egat
ing
Del
egat
ing
Participatin
g
Participatin
g Selling
Selling
Telling
Telling
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SellingSellingS2S2
Explain decisions andExplain decisions and provide opportunity forprovide opportunity for
clarificationclarification
Hersey and Blanchard’s Hersey and Blanchard’s Situational Leadership TheorySituational Leadership Theory
ParticipatingParticipatingS3S3
Share ideas andShare ideas andfacilitate facilitate
decision makingdecision making
Follower-Directed Leader-DirectedFollower-Directed Leader-Directed
LowLow
LowLow
HighHighTask BehaviorTask Behavior
Follower ReadinessFollower ReadinessHighHigh Moderate Moderate LowLow R4 R4 R3 R3 R2 R2
R1R1
DelegatingDelegatingS4S4
Turn overTurn overresponsibility forresponsibility for
decisions anddecisions andimplementationimplementation
TellingTellingS1S1
Provide specificProvide specificinstructions and closelyinstructions and closelysupervise performancesupervise performance
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Path-Goal Theory (Type IV)Path-Goal Theory (Type IV)
A leader’s responsibility is to increase A leader’s responsibility is to increase subordinates' subordinates' motivationmotivation by: by:
Clarifying Clarifying the subordinates' the subordinates' pathpath (i.e., helping (i.e., helping them reach the goal)them reach the goal)
Giving things they value as Giving things they value as rewardsrewards for for reaching the reaching the goalgoal
A major contribution is the A major contribution is the “Achievement “Achievement Oriented”Oriented” leadership style in which the leader leadership style in which the leader is able to provide goals that give subordinates is able to provide goals that give subordinates an incentivean incentive
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Path-Goal TheoryPath-Goal Theory
Situational VariablesSituational Variables Follower Follower
CharacteristicsCharacteristics– e.g, abilities, e.g, abilities,
motivationmotivation
Workplace Workplace CharacteristicsCharacteristics– e.g., task difficultye.g., task difficulty
Leader BehaviorsLeader Behaviors Directive leadershipDirective leadership Achievement-Achievement-
Oriented leadership Oriented leadership Supportive Supportive
leadershipleadership Participative Participative
leadershipleadership
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Vroom’sVroom’sNormative Decision Model Normative Decision Model
(Leader-Participation) (Type IV)(Leader-Participation) (Type IV) Helps gauge the appropriate amount Helps gauge the appropriate amount
of participation for subordinatesof participation for subordinates 5 levels of 5 levels of leader participation stylesleader participation styles
ranging from highly autocratic to ranging from highly autocratic to highly democratic.highly democratic.
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Vroom ModelVroom Model
Participation is permitted primarily to: Participation is permitted primarily to: – Enhance Decision Enhance Decision QualityQuality– Foster Subordinate Foster Subordinate MoraleMorale– Or BothOr Both
Series of questions asked about the Series of questions asked about the situation situation (e.g., Does the leader have the expertise to solve (e.g., Does the leader have the expertise to solve the problem alone?, How important is the problem alone?, How important is subordinate commitment to the decision?)subordinate commitment to the decision?)
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Vroom’sVroom’sNormative Decision Model StylesNormative Decision Model Styles
AI AI – Leader makes decision alone– Leader makes decision alone AIIAII – Leader obtains information from – Leader obtains information from
subordinates, then makes decision alonesubordinates, then makes decision alone CICI – Leader obtains suggestions from – Leader obtains suggestions from
subordinates individually, then makes decision subordinates individually, then makes decision alonealone
CIICII – Leader obtains suggestions from – Leader obtains suggestions from subordinates collectively, then makes decision subordinates collectively, then makes decision alonealone
GG – Decision by group consensus – Decision by group consensus
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Trends Toward Greater Trends Toward Greater ParticipationParticipation
Reasons:Reasons: EducationEducation TechnologyTechnology DeregulationDeregulation DownsizingDownsizing GlobalizationGlobalization
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NotNot highly developed as leadership highly developed as leadership theoriestheories..
Often seen as beyond the bounds of traditional Often seen as beyond the bounds of traditional theories.theories.
Stress what you might call the Stress what you might call the ““Visionary HeroVisionary Hero”” Transformational LeaderTransformational Leader– Brings about innovation and Brings about innovation and changechange..– Imagines how the future could be and inspires Imagines how the future could be and inspires
followers to work toward creating that followers to work toward creating that futurefuture..
Charismatic LeaderCharismatic Leader
– A leader whose A leader whose personalitypersonality motivates subordinates motivates subordinates to exceed their required performance level.to exceed their required performance level.
Newer Leadership ConceptsNewer Leadership Concepts
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Kinds of Charismatic LeadersKinds of Charismatic Leaders Unethical CharismaticsUnethical Charismatics– control and manipulate followerscontrol and manipulate followers– only want positive feedbackonly want positive feedback– motivated by self-interestmotivated by self-interest
Ethical CharismaticsEthical Charismatics– recognize others’ contributionsrecognize others’ contributions
– open to positive and negative feedbackopen to positive and negative feedback
– concerned with the interests of the groupconcerned with the interests of the group
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SuperleadershipSuperleadership(and earlier views)(and earlier views)
Strong ManStrong Man – Authoritarian (similar to Type I) – Authoritarian (similar to Type I) TransactorTransactor - Motivates subordinates - Motivates subordinates
using feedback and rewards (similar to using feedback and rewards (similar to
Types II – IV)Types II – IV) Visionary HeroVisionary Hero - Inspires using emotion, - Inspires using emotion,
but still the decision makerbut still the decision maker SuperleaderSuperleader - Helps followers become - Helps followers become
self-leaders or “superfollowers”self-leaders or “superfollowers”
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TYPES OF FOLLOWERSTYPES OF FOLLOWERS
Yes PeopleYes People
SheepSheepAlienatedAlienatedFollowersFollowers
EffectiveEffective(Super) (Super)
FollowersFollowersHighHigh
LowLow
LoLo
Employee Critical ThinkingEmployee Critical Thinking
HighHigh
Employee Activity/Employee Activity/InitiativeInitiative
Survivors
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Implications of Leadership TheoriesImplications of Leadership Theories Know your preferred Know your preferred StyleStyle. . (Fiedler)(Fiedler) Know and care about your Know and care about your FollowersFollowers. . (Hersey & (Hersey &
Blanchard, Path-Goal)Blanchard, Path-Goal) Know and care about the Know and care about the TaskTask. . (Fiedler, Path-Goal)(Fiedler, Path-Goal) Understand the Understand the EnvironmentEnvironment affecting you and affecting you and
your followers. your followers. (Path-Goal)(Path-Goal) Fit your Fit your SStyle to your tyle to your FFollowers, the ollowers, the TTask, and the ask, and the
EEnvironment. (This may include making changes nvironment. (This may include making changes in in SS, , FF, , TT, or , or EE.).)
Enhance your Referent and Expert Power Enhance your Referent and Expert Power (Charismatic, etc.)(Charismatic, etc.)
Visualize the Future and prepare your Followers Visualize the Future and prepare your Followers for it for it (Charismatic, Superleadership)(Charismatic, Superleadership)