Knowledge Objectives

1. Knowledge Objectives Understand perspectives on leadership, and how effective leadership might depend upon ... • Traits • Behaviors • Situations (Fiedler’s contingency theory) • Transactions between leaders and followers (e.g., “path-goal” leadership) • Transformational activity - charisma

2. Knowledge Objectives • Identify the bases of power in organizations • Describe how power can be diagnosed and acquired in organizations

3. Leadership • Leadership Defined • The process of inspiring, influencing, and guiding others to participate in a common effort. • Formal Leadership • The process of influencing relevant others to pursue official organizational objectives. • Informal Leadership • The process of influencing other to pursue unofficial objectives that may or may not serve the organization’s interests.

4. Leadership as Traits • Trait Theory • The search for universal traits possessed by all leaders. • An early trait profile found moderate agreement on five traits • Intelligence • Scholarship • Dependability in exercising responsibilities • Activity and social participation • Socioeconomic status

5. Leadership as Traits • A Modern Trait Profile: Leaders with Emotional Intelligence • Emotional Intelligence (EI): the ability to monitor and control one’s emotions and behavior in complex social settings. • Leadership traits associated with EI • Self-awareness • Self-management • Social awareness • Relationship management

6. Leadership as Traits • The Controversy Over Male and Female Leadership Traits • Rosener’s research: Female leaders are better at sharing power and information. • Later research found no significant differences in the leadership styles of men and women. • Women did not fit the female stereotype. • Men did not fit the male stereotype.

7. Leadership as Behavior • Behavioral Styles Theory • WWII studies of the patterns of leader behaviors (leadership styles) rather than who the leader was (traits). • Democratic style • Authoritarian style • Laissez-faire (hands-off style)

8. Leadership as Behavior • The Ohio State Model • Initiating structure: leader’s efforts to get things organized and get things done. • Consideration: the degree of trust, friendship, respect, and warmth that the leader extended to subordinates. • Identified four leadership styles • Low structure, high consideration • High structure, high consideration • Low structure, low consideration • High structure, low consideration

9. Leadership as Behavior • The Leadership Grid® • The belief that there is one best style of leadership. • Concern for production: the desire to achieve greater output, cost-effectiveness, and profits. • Concern for people: promoting friendships, helping coworkers get the job done, and attending to things that matter to people.

10. Leadership - dependent on the situation • Fiedler’s Contingency Theory • Performance of the leader depends on • the degree to which the situation gives the leader control and influence (favorableness of the situation). • the leader’s basic motivation to either accomplish the task or having supportive relationships with others (task or relationship motivation). • The challenge is to match the leader with a suitable situation: easier to move the leader than to change the leader’s style.

11. Leadership as exchange • Path-Goal Theory • Derived from expectancy motivation theory. • Effective leaders enhance employee motivation by • clarifying perceptions of work goals. • linking rewards to goal attainment. • explaining how goals and rewards can be achieved. • Leadership styles • Directive • Supportive • Participative • Achievement-oriented

12. Leadership as Transformation • Transformational Leadership Theory • Transformational leaders • Are capable of charting new courses for their organization. • Are visionaries who challenge people to do exceptional things, above and beyond the plan. • Transactional leaders • Monitor people to so they do the expected, according to plan in order to maintain the status quo. • Get people to do things by offering a reward or threatening them with a punishment.

13. Behavior Modification • Behaviorism • The belief that observable behavior is more important than inner states (needs, motive, or expectations). • Favorable consequences encourage behavior, whereas unfavorable consequences discourage behavior. • Operant Conditioning • The study of how behavior is controlled by the surrounding environment.

14. Behavior Modification (cont’d) • What Is Behavior Modification? • The practical application of operant conditioning techniques to everyday behavior problems. • The systematic management of environmental factors to get people to do the right things more often and the wrong things less often. • Managing the the antecedents and/or consequences of observable behavior.

15. Behavior Modification (cont’d) • Managing Antecedents • Antecedent: an environmental cue for a specific behavior. • Cue control: controlling the presentation of cues to elicit the desired behaviors at specific places and times. • Managing antecedents is a way of encouraging good performance.

16. Behavior Modification (cont’d) • Managing Consequences • Positive reinforcement: encouraging a behavior with a pleasing consequence. • Negative reinforcement: encouraging a behavior by immediately withdrawing or terminating a displeasing consequence. • Extinction: discouraging a behavior by ignoring it. • Punishment: discouraging a behavior by the immediate presentation of an undesirable consequence or the withdrawal of something desirable.

17. Behavior Modification (cont’d) • Positively Reinforce What Is Right About Job Performance • Build up desirable job behaviors by reinforcing the desirable counterpart to an undesirable behavior. • Focus on the the positive aspects of job performance. • Schedule Reinforcement Appropriately • Continuous reinforcement: every instance of a behavior is rewarded. • Intermittent reinforcement: rewarding some, but not all, instances of a behavior; the most effective form of reinforcement.

18. Influence - the exercise of power in the workplace • Influence • Any attempt by a person to change the behavior of superiors, peers, or lower-level employees. • Is not inherently good or bad. • Can be used for purely selfish reasons. • Can be used to subvert organizational objectives. • Can be used to enhance organizational effectiveness.

19. Power • What Is Power? • The ability to marshal the human, informational, and material resources to get something done. • Power affects • Decisions • Behavior • Situations • Types of power • Power over: the ability to dominate. • Power to: ability to act freely. • Power from: ability to resist the demands of others.

20. Power (cont’d) • Five Bases of Power • Reward power: having the ability to grant rewards. • Coercive power: gaining compliance through threats or punishment. • Legitimate power: gaining compliance based on the power associated with holding a superior position. • Referent power: gaining compliance based on charisma or personal identification. • Expert power: gaining compliance based on the ability to dispense valued information.

21. Power (cont’d) • Diagnosing and Using Power • used between moderately dependent people/groups • can assess who has it; often symbolic • control over resources, info, authority • help others attain power (norms of reciprocity) • Delay, speed, restructure

22. Influence and Power • Eight Generic Influence Tactics • Consultation • Rational persuasion • Inspirational appeals • Ingratiating tactics • Coalition tactics • Pressure tactics • Upward appeals • Exchange tactics