griffin chap17 leadership styles
TRANSCRIPT
CHAPTERCHAPTER
1717
Managing Leadership and Influence Processes
Managing Leadership and Influence Processes
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Learning ObjectivesLearning Objectives
After studying this chapter, you should be able to:– Describe the nature of leadership and distinguish leadership
from management.– Discuss and evaluate the trait approach to leadership.– Discuss and evaluate models of leadership, focusing on
behaviors.– Identify and describe the major situational approaches to
leadership.– Identify and describe three related perspectives on
leadership.– Discuss political behavior in organizations and how it can be
managed.
After studying this chapter, you should be able to:– Describe the nature of leadership and distinguish leadership
from management.– Discuss and evaluate the trait approach to leadership.– Discuss and evaluate models of leadership, focusing on
behaviors.– Identify and describe the major situational approaches to
leadership.– Identify and describe three related perspectives on
leadership.– Discuss political behavior in organizations and how it can be
managed.
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Chapter OutlineChapter Outline• The Nature of Leadership
– The Meaning of Leadership– Leadership Versus Management– Power and Leadership
• The Search for Leadership Traits• Leadership Behaviors
– Michigan Studies– Ohio State Studies– Managerial Grid
• Situational Approaches to Leadership
– LPC Theory– Path-Goal Theory– Vroom’s Decision Tree– The Leader-Member Exchange
• The Nature of Leadership– The Meaning of Leadership– Leadership Versus Management– Power and Leadership
• The Search for Leadership Traits• Leadership Behaviors
– Michigan Studies– Ohio State Studies– Managerial Grid
• Situational Approaches to Leadership
– LPC Theory– Path-Goal Theory– Vroom’s Decision Tree– The Leader-Member Exchange
• Related Perspectives on Leadership
– Substitutes for Leadership– Charismatic Leadership– Transformational Leadership
• Political Behavior in Organizations
– Common Political Behaviors– Managing Political Behaviors
• Related Perspectives on Leadership
– Substitutes for Leadership– Charismatic Leadership– Transformational Leadership
• Political Behavior in Organizations
– Common Political Behaviors– Managing Political Behaviors
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The Nature of LeadershipThe Nature of Leadership
• The Meaning of Leadership– Process: what leaders actually do.
• Using noncoercive influence to shape the group’s or organization’s goals.
• Motivating others’ behavior toward goals.
• Helping to define organizational culture.
– Property: who leaders are.• The set of characteristics attributed to individuals perceived to be
leaders.
– Leaders• People who can influence the behaviors of others without having to
rely on force.
• People who are accepted as leaders by others.
• The Meaning of Leadership– Process: what leaders actually do.
• Using noncoercive influence to shape the group’s or organization’s goals.
• Motivating others’ behavior toward goals.
• Helping to define organizational culture.
– Property: who leaders are.• The set of characteristics attributed to individuals perceived to be
leaders.
– Leaders• People who can influence the behaviors of others without having to
rely on force.
• People who are accepted as leaders by others.
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The Nature of Leadership (cont’d)The Nature of Leadership (cont’d)
• Leadership Versus Management• Leadership Versus Management
Leadership Activity Management
Establishing direction and vision for the organization
Creating an agenda Planning and budgeting, allocating resources
Aligning people through communications and actions
that provide direction
Developing a human network for achieving the agenda
Organizing and staffing, structuring and monitoring
implementation
Motivating and inspiring by satisfying needs
Executing plans Controlling and problem solving
Produces useful change and new approaches to challenges
Outcomes Produces predictability and order and attains results
Source: Adapted from A Force for Change: How Leadership Differs from Management by John P. Kotter. Copyright © 1990 by John P. Kotter, Inc. Reprinted with permission of The Free Press, a division of Simon & Schuster Inc. Table 17.1
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The Nature of Leadership (cont’d)The Nature of Leadership (cont’d)
• Power and Leadership– Power is the ability to affect the behavior of others.
• Legitimate power is granted through the organizational hierarchy.
• Reward power is the power to give or withhold rewards.
• Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat.
• Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
• Expert power is derived from the possession of information or expertise.
• Power and Leadership– Power is the ability to affect the behavior of others.
• Legitimate power is granted through the organizational hierarchy.
• Reward power is the power to give or withhold rewards.
• Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat.
• Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
• Expert power is derived from the possession of information or expertise.
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The Nature of Leadership (cont’d)The Nature of Leadership (cont’d)
• Using Power– Legitimate request
• Compliance by a subordinate with a manager’s request because the organization has given the manager the right to make the request.
– Instrumental compliance• A subordinate complies with a manager’s request to get the rewards
that the manager controls.
– Coercion• Threatening to fire, punish, or reprimand
subordinates if they do not do something.
– Rational persuasion• Convincing subordinates that compliance
is in their own best interest.
• Using Power– Legitimate request
• Compliance by a subordinate with a manager’s request because the organization has given the manager the right to make the request.
– Instrumental compliance• A subordinate complies with a manager’s request to get the rewards
that the manager controls.
– Coercion• Threatening to fire, punish, or reprimand
subordinates if they do not do something.
– Rational persuasion• Convincing subordinates that compliance
is in their own best interest.
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The Nature of Leadership (cont’d)The Nature of Leadership (cont’d)
• Using Power (cont’d)– Personal identification
• Using the referent power of a superior’s desired behaviors to shape the behavior of a subordinate.
– Inspirational appeal• Influencing a subordinate’s behavior through an appeal to a set of
higher ideals or values (e.g., loyalty).
– Information distortion• Withholding or distorting information
(which may create an unethical situation) to influence subordinates’ behavior.
– Personal identification• Using the superior’s referent power over
a subordinate to shape his behavior.
• Using Power (cont’d)– Personal identification
• Using the referent power of a superior’s desired behaviors to shape the behavior of a subordinate.
– Inspirational appeal• Influencing a subordinate’s behavior through an appeal to a set of
higher ideals or values (e.g., loyalty).
– Information distortion• Withholding or distorting information
(which may create an unethical situation) to influence subordinates’ behavior.
– Personal identification• Using the superior’s referent power over
a subordinate to shape his behavior.
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The Search for Leadership TraitsThe Search for Leadership Traits
• Traits Approach to Leadership– Assumed that a basic set of personal traits that differentiated
leaders from nonleaders could be used to identify leaders and as a tool for predicting who would become leaders.
– The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded as leaders.
• Traits Approach to Leadership– Assumed that a basic set of personal traits that differentiated
leaders from nonleaders could be used to identify leaders and as a tool for predicting who would become leaders.
– The trait approach was unsuccessful in establishing empirical relationships between traits and persons regarded as leaders.
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Leadership BehaviorsLeadership Behaviors
• Michigan Studies (Rensis Likert)– Identified two forms of leader behavior
• Job-centered behavior—managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.
• Employee-centered behavior—managers who focus on the development of cohesive work groups and employee satisfaction.
• These two forms of leader behaviors were considered to be at opposite ends of the same continuum and similar to (respectively) Likert’s System 1 and System 4 of organizational design.
• Michigan Studies (Rensis Likert)– Identified two forms of leader behavior
• Job-centered behavior—managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.
• Employee-centered behavior—managers who focus on the development of cohesive work groups and employee satisfaction.
• These two forms of leader behaviors were considered to be at opposite ends of the same continuum and similar to (respectively) Likert’s System 1 and System 4 of organizational design.
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Leadership Behaviors (cont’d)Leadership Behaviors (cont’d)
• Ohio State Studies– The studies did not interpret leader behavior as being one-
dimensional as did the Michigan State studies.– Identified two basic leadership styles that can be exhibited
simultaneously:• Initiating-structure behavior—the leader
clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda.
• Consideration behavior—the leader shows concern for subordinates and attempts to establish a friendly and supportive climate.
• Ohio State Studies– The studies did not interpret leader behavior as being one-
dimensional as did the Michigan State studies.– Identified two basic leadership styles that can be exhibited
simultaneously:• Initiating-structure behavior—the leader
clearly defines the leader-subordinate role expectations, formalizes communications, and sets the working agenda.
• Consideration behavior—the leader shows concern for subordinates and attempts to establish a friendly and supportive climate.
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Leadership Behaviors (cont’d)Leadership Behaviors (cont’d)
• Ohio State Studies (cont’d)– Initial assumption of the research was that leaders who
exhibit high levels of both behaviors would be most effective leaders. Subsequent research indicated that:• Employees of supervisors ranked highly on initiating structure were
high performers, although they expressed low levels of satisfaction and had higher absenteeism.
• Employees of supervisors ranked highly on consideration had low- performance ratings, but they had high levels of satisfaction and had less absenteeism.
• Other situational variables were making consistent leader behavior predictions difficult.
• There is no universal or “one best way” model of leadership.
• Ohio State Studies (cont’d)– Initial assumption of the research was that leaders who
exhibit high levels of both behaviors would be most effective leaders. Subsequent research indicated that:• Employees of supervisors ranked highly on initiating structure were
high performers, although they expressed low levels of satisfaction and had higher absenteeism.
• Employees of supervisors ranked highly on consideration had low- performance ratings, but they had high levels of satisfaction and had less absenteeism.
• Other situational variables were making consistent leader behavior predictions difficult.
• There is no universal or “one best way” model of leadership.
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LeadershiLeadership Gridp Grid
4
6
2
1
3
5
8
7
9
01 4 6 952 3 87
Concern for production
High
Low
Low High
1,9 9,9
1,1 9,1
Team Management
Work accomplishment isfrom committed people;
interdependence through
a “common stake” inorganization purpose
leads to relationships
of trust and respect.
Middle of the RoadManagementAdequate organization performance is
possible through balancing the necessity
to get out work with maintaining moraleof people at a satisfactory level.
Impoverished Management
Exertion of minimum effortto get required work done
is appropriate to sustain
organization membership.
Authority-Compliance
Efficiency in operations
results from arrangingconditions of work in
such a way that
human elementsinterfere to a
minimum degree.
5,5
Country Club Management
Thoughtful attention to theneeds of people for satisfying
relationships leads to a
comfortable, friendlyorganization atmosphere
and work tempo.
Co
nce
rn f
or
peo
ple
The Leadership Grid® is a method of evaluating leadership styles. The Grid® is used to train managers so that they are simultaneously more concerned for people and for production (9,9 style on the Grid®).
Source: From Leadership Dilemmas—Grid Solutions by Robert R. Blake and Anne Adams McCanse. (Formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton.) Houston: Gulf Publishing Company, p. 29. Copyright © 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.
Figure 17.1
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Situational Approaches to Situational Approaches to LeadershipLeadership
• Situational Models of Leader Behavior– Assume that:
• Appropriate leader behavior varies from one situation to another.
• Key situational factors that are interacting to determine appropriate leader behavior can be identified.
• Leadership Continuum (Tannenbaum and Schmidt)– Variables influencing the decision-making continuum:
• Leader’s characteristics—value system, confidence in subordinates, personal inclinations, and feelings of security.
• Subordinates’ characteristics—independence needs, readiness for responsibility, tolerance of ambiguity, interest in the problem, understanding goals, knowledge, experience, and expectations.
• Situational Characteristics—type of organization, group effectiveness, the problem itself, and time pressures.
• Situational Models of Leader Behavior– Assume that:
• Appropriate leader behavior varies from one situation to another.
• Key situational factors that are interacting to determine appropriate leader behavior can be identified.
• Leadership Continuum (Tannenbaum and Schmidt)– Variables influencing the decision-making continuum:
• Leader’s characteristics—value system, confidence in subordinates, personal inclinations, and feelings of security.
• Subordinates’ characteristics—independence needs, readiness for responsibility, tolerance of ambiguity, interest in the problem, understanding goals, knowledge, experience, and expectations.
• Situational Characteristics—type of organization, group effectiveness, the problem itself, and time pressures.
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Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• Tannenbaum and Schmidt’s Leadership Continuum• Tannenbaum and Schmidt’s Leadership Continuum
Use of Authorityby Manager
Boss-centered leadership
Manager makesdecision andannounces it
Manager permitssubordinates tofunction withinlimits defined bysuperior
Manager defineslimits, asks groupto make decision
Manager presentsproblem, getssuggestions,makes decision
Manager presentstentative decisionsubject to change
Manager presentsideas and invitesquestions
Manager“sells”decision
Area of Freedomfor Subordinates
Subordinate-centered leadership
Source: Reprinted by permission of the Harvard Business Review. An exhibit from “How to Choose a Leadership Pattern” by Robert Tannenbaum and Warren Schmidt (May–June 1973). Copyright © by the President and Fellows of Harvard College; all rights reserved. Figure 17.2
Copyright © by Houghton Mifflin Company. All rights reserved. 17–16
Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• Least-Preferred Coworker Theory (Fiedler)– The appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).– Least preferred coworker (LPC)
• The measuring scale that asks leaders to describe the person with whom they are least able to work well.
• High LPC scale scores indicate a relationship orientation; low LPC scores indicate a task orientation on the part of the leader.
– Contingency variables determining situational favorableness:• Leader-member relations—the nature of the relationship between the
leader and the work group.
• Task structure—the degree to which the group’s task is defined.
• Position Power—the power vested in the leader’s position.
• Least-Preferred Coworker Theory (Fiedler)– The appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).– Least preferred coworker (LPC)
• The measuring scale that asks leaders to describe the person with whom they are least able to work well.
• High LPC scale scores indicate a relationship orientation; low LPC scores indicate a task orientation on the part of the leader.
– Contingency variables determining situational favorableness:• Leader-member relations—the nature of the relationship between the
leader and the work group.
• Task structure—the degree to which the group’s task is defined.
• Position Power—the power vested in the leader’s position.
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Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• The Least-Preferred Coworker Theory of Leadership• The Least-Preferred Coworker Theory of Leadership
Contingency Factors Situations
Leader-member relations Good
Task structure High
Position power Strong
Bad
Low High Low
Weak Strong Weak Strong Weak Strong Weak
Favorablenessof Situation
AppropriateLeader Behavior
Most favorable Moderately favorable Most unfavorable
Task-oriented Task-orientedRelationship-oriented
Figure 17.3
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Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• Path-Goal Theory (Evans and House)– The primary functions of a leader are to make valued or
desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards.
– Leader Behaviors:• Directive leader behavior—letting subordinates know what is
expected of them, giving guidance and direction, and scheduling work.
• Supportive leader behavior—being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals.
• Participative leader behavior—consulting with subordinates, soliciting suggestions, and allowing participation in decision making.
• Achievement-oriented leader behavior—setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.
• Path-Goal Theory (Evans and House)– The primary functions of a leader are to make valued or
desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards.
– Leader Behaviors:• Directive leader behavior—letting subordinates know what is
expected of them, giving guidance and direction, and scheduling work.
• Supportive leader behavior—being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals.
• Participative leader behavior—consulting with subordinates, soliciting suggestions, and allowing participation in decision making.
• Achievement-oriented leader behavior—setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.
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The Path-Goal TheoryThe Path-Goal Theory
• Situational Factors:• Situational Factors:WorkSituation
Follower lacks self-confidence
Supportive
Achievement-oriented
Participative
Directive
LeadershipStyle
Impact onFollowers
Expected Results
Lack of jobchallenge
Improperprocedures and poor decisions
Ambiguous job
Increases self-confidence to complete task
Encourages setting high but attainable goals
Clarifies followerneed for makingsuggestions andinvolvement
Clarifies path toget rewards
Increased effort. job satisfaction, and performance; fewer grievances
Improved performance and greater job satisfaction
Improved performance and greater satisfaction; less turnover
Improved performance and job satisfaction
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Path Goal Theory to Leadership Path Goal Theory to Leadership (cont’d)(cont’d)
• The Path-Goal Framework• The Path-Goal Framework
Subordinates’personalcharacteristics
• Perceived ability• Locus of control
Leader behaviors
• Directive• Supportive• Participative• Achievement-
oriented
Environmentalcharacteristics
• Task structure• Work group
Subordinates’ motivation to perform
Figure 17.4
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Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• Vroom Decision Tree Approach– Attempts to prescribe a leadership style appropriate to a
given situation.– Basic Premises
• The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation.
• No one decision-making process is best for all situations.
• After evaluating the different problem attributes, a leader can choose a decision path on one of two decision trees that determines the decision style and specifies the amount of employee participation.– Decision significance—the degree to which the decision will have
an impact on the organization. Subordinates are involved when decision significance is high.
– Decision Timeliness—the degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
• Vroom Decision Tree Approach– Attempts to prescribe a leadership style appropriate to a
given situation.– Basic Premises
• The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation.
• No one decision-making process is best for all situations.
• After evaluating the different problem attributes, a leader can choose a decision path on one of two decision trees that determines the decision style and specifies the amount of employee participation.– Decision significance—the degree to which the decision will have
an impact on the organization. Subordinates are involved when decision significance is high.
– Decision Timeliness—the degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
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Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• Vroom Decision Tree Approach (cont’d)– Decision-Making Styles
• Decide—manager makes decision alone and then announces or “sells” it to the group.
• Consult (individually)—manager presents program to group members individually, obtains their suggestions, then makes the decision.
• Consult (group)—manager presents problem to group at a meeting, gets their suggestions, then makes the decision.
• Facilitate—manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.
• Delegate—manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.
• Vroom Decision Tree Approach (cont’d)– Decision-Making Styles
• Decide—manager makes decision alone and then announces or “sells” it to the group.
• Consult (individually)—manager presents program to group members individually, obtains their suggestions, then makes the decision.
• Consult (group)—manager presents problem to group at a meeting, gets their suggestions, then makes the decision.
• Facilitate—manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.
• Delegate—manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.
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Vroom’s Time-Vroom’s Time-Driven Decision Driven Decision
TreeTree
Source: Victor Vroom’s Time-Driven Model from A Model of Leadership Style, copyright Vroom, 1998.
PROBLEM
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Figure 17.5
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Decide
Consult (group)
Facilitate
Decide
Delegate
Delegate
Delegate
Consult (group)
Consult (group)
Facilitate
Decide
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Source: Victor Vroom’s Development-Driven Model from A Model of Leadership Style, copyright Vroom, 1998.
Vroom’s Vroom’s Development-Development-
Driven Decision Driven Decision TreeTree
Figure 17.6
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Situational Approaches to Leadership Situational Approaches to Leadership (cont’d)(cont’d)
• The Leader-Member Exchange (LMX) Approach– Stresses the importance of variable relationships between
supervisors and each of their subordinates.– Leaders form unique independent relationships (“vertical
dyads”) with each subordinate in which the subordinate becomes a member of the leader’s out-group or in-group.
• The Leader-Member Exchange (LMX) Approach– Stresses the importance of variable relationships between
supervisors and each of their subordinates.– Leaders form unique independent relationships (“vertical
dyads”) with each subordinate in which the subordinate becomes a member of the leader’s out-group or in-group.
Leader
Subordinate1
Subordinate2
Subordinate3
Subordinate4
Subordinate5
Out-Group In-Group
Figure 17.7
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Related Perspectives on Related Perspectives on LeadershipLeadership
• Substitutes for Leadership– A concept that identifies situations in which leader behavior
is neutralized or replaced by characteristics of subordinates, the task, and the organization.
• Substitutes for Leadership– A concept that identifies situations in which leader behavior
is neutralized or replaced by characteristics of subordinates, the task, and the organization.
Characteristics that Substitute for Leadership
Subordinate Task Organization
Ability
Experience
Need for independence
Professional orientation
Indifference towards
organizational goals
Routineness
The availability of feedback
Intrinsic satisfaction
Formalization
Group cohesion
Inflexibility
A rigid reward structure
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Related Perspectives on Related Perspectives on Leadership (cont’d)Leadership (cont’d)
• Charismatic Leadership (House)– Charisma, an interpersonal attraction that inspires support and
acceptance, is an individual characteristic of a leader.– Charismatic persons are more
successful than noncharismatic persons.
– Charismatic leaders are self-confident, have a firm conviction in their belief and ideals, and possess a strong need to influence people.
• Charismatic Leadership (House)– Charisma, an interpersonal attraction that inspires support and
acceptance, is an individual characteristic of a leader.– Charismatic persons are more
successful than noncharismatic persons.
– Charismatic leaders are self-confident, have a firm conviction in their belief and ideals, and possess a strong need to influence people.
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Related Perspectives on Related Perspectives on Leadership (cont’d)Leadership (cont’d)
• Charismatic Leadership (cont’d)– Charismatic leaders in organizations must be able to:
• envision the future, set high expectations, and model behaviors consistent with expectations.
• energize others through a demonstration of excitement, personal confidence, and patterns of success.
• enable others by supporting them, by empathizing with them, and by expressing confidence in them.
• Charismatic Leadership (cont’d)– Charismatic leaders in organizations must be able to:
• envision the future, set high expectations, and model behaviors consistent with expectations.
• energize others through a demonstration of excitement, personal confidence, and patterns of success.
• enable others by supporting them, by empathizing with them, and by expressing confidence in them.
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Related Perspectives on Related Perspectives on Leadership (cont’d)Leadership (cont’d)
• Transformational Leadership– Leadership that goes beyond ordinary expectations, by
transmitting a sense of mission, stimulating learning, and inspiring new ways of thinking.
– Seven keys to successful leadership• Trusting in one’s subordinates
• Developing a vision
• Keeping cool
• Encouraging risk
• Being an expert
• Inviting dissent
• Simplifying things
• Transformational Leadership– Leadership that goes beyond ordinary expectations, by
transmitting a sense of mission, stimulating learning, and inspiring new ways of thinking.
– Seven keys to successful leadership• Trusting in one’s subordinates
• Developing a vision
• Keeping cool
• Encouraging risk
• Being an expert
• Inviting dissent
• Simplifying things
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Political Behavior in OrganizationsPolitical Behavior in Organizations
• Political Behavior– The activities carried out for the specific purpose of
acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.
– Common Political Behaviors• Inducement—offering to give something to someone else in return
for that person’s support.
• Persuasion—persuading others to support a goal on grounds that are objective and logical as well as subjective and personal.
• Creation of an obligation—providing support for another person’s position that obliges that person to return the favor at a future date.
• Coercion—using force to get one’s way.
• Impression management—making a direct and intentional effort to enhance one’s image in the eyes of others.
• Political Behavior– The activities carried out for the specific purpose of
acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.
– Common Political Behaviors• Inducement—offering to give something to someone else in return
for that person’s support.
• Persuasion—persuading others to support a goal on grounds that are objective and logical as well as subjective and personal.
• Creation of an obligation—providing support for another person’s position that obliges that person to return the favor at a future date.
• Coercion—using force to get one’s way.
• Impression management—making a direct and intentional effort to enhance one’s image in the eyes of others.
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Political Behavior in Organizations Political Behavior in Organizations (cont’d)(cont’d)
• Managing Political Behavior– Be aware that even if actions are not politically motivated,
others may assume that they are.– Reduce the likelihood of subordinates engaging in political
behavior by providing them with autonomy, responsibility, challenge, and feedback.
– Avoid using power to avoid charges of political motivation.– Get disagreements and conflicts out in the open so that
subordinates have less opportunity to engage in political behavior.
– Avoid covert behaviors that give the impression of political intent even if none exists.
• Managing Political Behavior– Be aware that even if actions are not politically motivated,
others may assume that they are.– Reduce the likelihood of subordinates engaging in political
behavior by providing them with autonomy, responsibility, challenge, and feedback.
– Avoid using power to avoid charges of political motivation.– Get disagreements and conflicts out in the open so that
subordinates have less opportunity to engage in political behavior.
– Avoid covert behaviors that give the impression of political intent even if none exists.