C7 Managing Leadership and Influence Process

7
Ready Notes
Managing Leadership and Influence Processes

Prof. Begum Khaleda Khanam
Slide content created by Joseph B. Mosca, Monmouth University. Copyright Houghton Mifflin Company. All rights reserved.
The Nature of Leadership

What does leadership mean?
A process, the use of non-coercive influence to shape the groups or organizations goals, and:
Motivate behavior. Define group or organizational culture.
What are the characteristics of those who are perceived to be leaders?

Copyright Houghton Mifflin Company. All rights reserved. 17 - 2
Copyright Houghton Mifflin Company. All rights reserved.
17 - 3
Who Are Leaders?

People who:
Can influence the behaviors of others. Are able to influence without having to rely on force. Are accepted by others as leaders.
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Leadership Versus Management

MANAGEMENT:
Planning and budgeting. Organizing and staffing. Controlling and problem solving. Producing a degree of predictability.
LEADERSHIP:
Establishing direction. Aligning people. Motivating and inspiring. Producing change, often to a dramatic degree.
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Power and Leadership

What is power?
The ability to affect the behavior of others.
Legitimate power:
Power granted through the organizational structure, it is the power accorded people occupying particular positions as defined by the organization.
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Reward Power Defined
Reward power:
The power to give or withhold rewards, such as:
Salary increases. Bonuses. Promotion. Recommendation.
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Types of Power
Coercive power:
The power to force compliance by means of psychological, emotional, or physical threat.
Referent power:
The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
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What Is Expert Power?
The personal power that accrues to someone based on the information or expertise that they possess.
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Michigan Studies on Leadership Behavior

Job-centered leader:
Leaders who pay close attention to an employs job and work procedures involved with that job.
Employee-centered leader:
Leaders who develop cohesive work groups and ensure employee satisfaction.
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Ohio State Leadership Studies

Initiating-structure behavior:
Leaders who define the leader-subordinate roles so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed.
Consideration behavior:
Leaders who show concern for subordinates and attempt to establish a friendly and supportive climate.
The Leadership Grid

A method of evaluating leadership styles to train managers using OD techniques so that they are simultaneously more concerned for both people and production. Concern for production:
Deals with the job aspects of leader behavior.
Concern for people:

Deals with the people aspects of leader behavior.
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Figure 17.1: The Leadership Grid
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Figure 17.2: Tannenbaum and Schmidts Leadership Continuum
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LPC Theory
LPC THEORY:
Suggests that the appropriate style of leadership varies with situational favorableness. Least preferred coworker (LPC): The measuring scale that asks leaders to describe the person with whom she/he is able to work least well.
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Figure 17.3: The Least-Preferred Coworker Theory of Leadership
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The Path-Goal Theory

A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace. Clarifies for the subordinate the kinds of behavior that will lead to goal accomplishment and valued rewards.
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The Path-Goal Framework
Subordinates Personal Characteristics Perceived ability Locus of control
Leader Behavior Directive Supportive Participative Achievement oriented
Environmental Characteristics Task structure Work group
Subordinates motivation to perform
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Decision Making Styles

Decide: Manager makes decision. Consult: (Individually), Present problem to group members individually. Consult: (Group). Present problem to group members. Facilitate: Present to group and facilitate group member discussion. Delegate: Allow group to define parameters, then develop solutions.
Figure 17.5: Vrooms Time-Driven Decision Tree
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Figure 17.6: Vrooms Development-Driven Decision Tree
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The Leader-Member Exchange Approach
Stresses the importance of variable relationships between supervisors and each of their subordinates.
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The Leader-Member Exchange (LMX) Model
Leader
Subordinate 1
Subordinate 2
Subordinate 3
Subordinate 4
Subordinate 5
Out-group
In-group
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Related Perspectives on Leadership

Substitutes for leadership:
Identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization.
Charismatic leadership:
Assumes that charisma in an individual characteristic of the leader.
Charisma:
A form of interpersonal attraction that inspires support and acceptance.
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Transformational Leadership
Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking.
Political Behavior in Organizations

Political behavior:
Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain ones preferred outcomes.
Impression management:
A direct and intentional effort by someone to enhance his/her image in the eyes of others.
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7

Managing Leadership and Influence Processes

The Nature of Leadership

What are the characteristics of those who are perceived to be leaders?

Copyright Houghton Mifflin Company. All rights reserved.

Who Are Leaders?

Copyright Houghton Mifflin Company. All rights reserved.

Leadership Versus Management

Copyright Houghton Mifflin Company. All rights reserved.

Power and Leadership

Copyright Houghton Mifflin Company. All rights reserved.

Reward Power Defined

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

What Is Expert Power?

Copyright Houghton Mifflin Company. All rights reserved.

Michigan Studies on Leadership Behavior

Copyright Houghton Mifflin Company. All rights reserved.

Ohio State Leadership Studies

The Leadership Grid

Concern for people:

Copyright Houghton Mifflin Company. All rights reserved.

Figure 17.1: The Leadership Grid

Copyright Houghton Mifflin Company. All rights reserved.

Figure 17.2: Tannenbaum and Schmidts Leadership Continuum

Copyright Houghton Mifflin Company. All rights reserved.

Copyright Houghton Mifflin Company. All rights reserved.

Figure 17.3: The Least-Preferred Coworker Theory of Leadership

Copyright Houghton Mifflin Company. All rights reserved.

The Path-Goal Theory

Copyright Houghton Mifflin Company. All rights reserved.

The Path-Goal Framework

Subordinates Personal Characteristics Perceived ability Locus of control

Leader Behavior Directive Supportive Participative Achievement oriented

Environmental Characteristics Task structure Work group

Subordinates motivation to perform

Copyright Houghton Mifflin Company. All rights reserved.

Decision Making Styles

Figure 17.5: Vrooms Time-Driven Decision Tree

Copyright Houghton Mifflin Company. All rights reserved.

Figure 17.6: Vrooms Development-Driven Decision Tree

Copyright Houghton Mifflin Company. All rights reserved.

The Leader-Member Exchange Approach

Copyright Houghton Mifflin Company. All rights reserved.

The Leader-Member Exchange (LMX) Model

Copyright Houghton Mifflin Company. All rights reserved.

Related Perspectives on Leadership

Copyright Houghton Mifflin Company. All rights reserved.

Political Behavior in Organizations

Copyright Houghton Mifflin Company. All rights reserved.

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