LEADERSHIP, INFLUENCE, AND COMMUNICATION IN BUSINESS

1. LEADERSHIP, INFLUENCE, AND COMMUNICATION IN BUSINESS

2. LEADERSHIP • THE ABILITY TO INFLUENCE A GROUP TOWARD THE ACHEIVEMENT OF GOALS • THE USE OF ONE’S PERSONALITY , BELIEFS, VALUES, SOCIAL SKILLS, KNOWLEDGE, AND POWER TO INFLUENCE OTHER PEOPLES’ THOUGHTS, FEELINGS, AND BEHAVIOR.

3. EFFECTIVE LEADER • A PERSON WHO CAN PERSUADE HIS OR HER SUBORDINATES TO WORK HARD AND PERFORM AT HIGH LEVELS. • TO PERSUADE SUBORDINATE EFFECTIVELY, LEADER NEEDS POWER

4. POWER • THE ABILITY OF ONE PERSON TO MAKE OTHER PEOPLE OR GROUPS DO SOMETHING THAT THEY WOULD NOT HAVE OTHERWISE DONE. • SOURCES OF LEADER’S POWER: • LEGITIMATE POWER • REWARD POWER • REFERENT POWER • COERCIVE POWER • EXPERT POWER

5. SOURCES OF LEADER’S POWER Legitimate Leader Power is a function of Reward EXpert Coercive Referent

6. LEGITIMATE POWER • THE RIGHTFUL AUTHORITY TO DIRECT AND CONTROL EMPLOYEES’ ACTIVITIES • LEGITIMATE POWER COME FROM ORGANIZATION • LEGITIMATE POWER GENERATE TWO OTHER POWERS • REWARD POWER • COERCIVE POWER

7. REWARD POWER • A LEADER’S ABILITY TO RECOGNIZE AND ACKNOWLEDGE EMPLOYEES WHO PERFORM THEIR JOBS IN A WAY THAT MEETS OR EXCEEDS THE REQUIREMENTS OF THEIR JOB AND COMPANY. • THE ALTERNATIVE DECISIONS THE LEADER TAKES: • GIVE REWARD TO EMPLOYEES WHOSE PERFORMANCE EXCEED THEIR JOB’S REQUIREMENT (REWARD POWER) • GIVE PENALTIES WHEN EMPLOYEES’ PERFORMANCE CAN’T MEET THE JOB’S REQUIREMENT. THESE PENALTIES COERCE THE LOW PERFORMANCE EMPLOYEESTO INCREASE THEIR EFFORTS FOR ACHIEVING THE PERFORMANCE TARGET (COERCIVE POWER). • INCENTIVE SYSTEM, A SYSTEM OF REWARDS AND SANCTIONS THAT SHAPES, INFLUENCES, AND CONTROLS THE WAY EMPLOYEES BEHAVE AT WORK.

8. EXPERT POWER • PERSON’S RECOGNIZED EXPERTISE OR SUPERIOR SKILL IN A PARTICULAR FUNCTIONAL AREA OF BUSINESS. • WITH HIS/HER EXPERTISE, LEADER CAN EXPLAIN CLEARLY WHEN HIS/HER SUBORDINATES HAVE PROBLEMS RELATED WITH THEIR JOB

9. REFERENT POWER • LEADER’S ABILITY TO INFLUENCE AND PERSUADE OTHER PEOPLE BECAUSE OF PERSONAL QUALITIES THAT MAKE THEM ATTRACTIVE TO OTHERS AND EFFECTIVE IN SOCIAL SITUATIONS.

10. CHARISMATIC LEADER • AN EXCEPTIONALLY EFFECTIVE LEADER WHOSE REFERENT AND EXPERT POWER RESULT IN FOLLOWERS PERCEIVING AS SOMEONE WHO PERSONIFIES A COMPANY AND WHAT IT STANDS FOR.

11. LEADER POWER – EMPLOYEE BEHAVIOR AND ATTITUDES • LEADER USES POWER TO INFLUENCE EMPLOYEE’S BEHAVIOR AND ATTITUDES

12. WORK BEHAVIORS-WORK ATTITUDES

13. THE CONTINGENCY THEORY OF LEADERSHIP • EFFECTIVE LEADERSHIP RESULTS WHEN LEADERS ADOPT THE LEADERSHIP APPROACH THAT MATCHES THE CHARACTERISTICS OF THEIR EMPLOYEES AND THE WORK SETTING.

14. MODEL OF THE CONTINGENCY THEORY Characteristics of employees OCCUPATIONAL SKILL, EXPERIENCE NEED FOR ACHEIVEMENT AND LOCUS OF CONTROL Choice of Effective LEADERSHIP Approach APPROACH TO LEADERSHIP DETERMINES A LEADER’S EFFECTIVENESS IN INCREASING WORK MOTIVATION AND PROMOTING POSITIVE PERFORMANCE, ENHANCING WORK BEHAVIORS AND ATTITUDES DIRECTIVE SUPPORTIVE PARTICIPATIVE ACHEIVEMENT-ORIENTED CHARACTERISTICS OF THE WORK SITUATION ROUTINE VS NON ROUTINE JOBS COHESIVENESS OF THE WORK GROUP

15. LEADERSHIP APPROACHES

16. CHARACTERISTICS OF EFFECTIVE LEADERS • INTUITION, INTELLIGENCE, AND COGNITIVE ABILITY • ENERGY, DRIVE, AND NEED FOR ACHEIVEMENT • SELF-CONFIDENCE AND INTERNAL LOCUS OF CONTROL • GOOD ETHICS AND MORAL INTEGRITY • EMOTIONAL INTELLIGENCE AND EMPHATY

17. COMMUNICATION • THE TRANSMISSION AND SHARING OF INFORMATION BETWEEN PEOPLE OR GROUPS SO THAT EACH PARTY UNDERSTANDS WHAT THE OTHER IS TRYING TO ACHEIVE

18. PERSUASIVE COMMUNICATION • THE ATTEMPT BY A PARTY TO SHARE INFORMATION WITH ANOTHER PARTY IN ORDER TO GET THEM TO UNDERSTAND THEIR OBJECTIVES AND WORK TOWARD THEM