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Unleashing Leadership Influence: Power, Styles, and Strategies

Explore leadership theories, power dynamics, influence processes, and decision-making styles crucial for effective leadership in organizations.

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Unleashing Leadership Influence: Power, Styles, and Strategies

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  1. CHAPTER 17 Managing Leadership and Influence Processes

  2. The Nature of Leadership • What does leadership mean? • A process, the use of non-coercive influence to shape the group’s or organization’s goals, and: • Motivate behavior. • Define group or organizational culture. • What are the characteristics of those who are perceived to be leaders?

  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.

  4. Leadership Versus Management

  5. 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.

  6. Reward Power Defined • Reward power: • The power to give or withhold rewards, such as: • Salary increases. • Bonuses. • Promotion. • Recommendation.

  7. 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.

  8. What Is Expert Power? • The personal power that accrues to someone based on the information or expertise that they possess.

  9. Michigan Studies on Leadership Behavior • Job-centered leader: • Leaders who pay close attention to an employ’s job and work procedures involved with that job. • Employee-centered leader: • Leaders who develop cohesive work groups and ensure employee satisfaction.

  10. 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. Ohio State Leadership Studies

  11. 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. The Leadership Grid

  12. F17.1: The Leadership Grid

  13. Figure 17.2: Tannenbaum and Schmidt’s Leadership Continuum

  14. 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.

  15. LPC- 18 questions to determine your style • This assessment asks you to think of one person with whom you could work least well. • Rate on different dimensions (Helpful Vs. Frustrating) • Scale 1 to 8 • “relationship-motivated" leader (Fielder) • If your score is 73 or above • "task-motivated" leader (Fielder) • If your score is 64 or below • You to determine which leadership style (Fielder) • If your score is between 65 and 72, he leaves it up to

  16. Figure 17.3: The Least-Preferred Coworker Theory of Leadership

  17. 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. Here leaders can change their leadership style (opposite of Fielder’s LPC Theory) Extension of “Expectancy theory” of motivation The Path-Goal Theory

  18. Subordinates’ motivation to perform The Path-Goal Framework • (A Situational Factor) • Subordinates’ • Personal • Characteristics • Perceived ability • Locus of control • Leader Behavior • Directive • Supportive • Participative • Achievement • oriented • (A Situational Factor) • Environmental • Characteristics • Task structure • Work group • Rewards

  19. Decision Making Styles- Vroom’s Theory

  20. Figure 17.6: Vroom’s Development Driven Decision Tree

  21. Figure 17.5: Vroom’s Time-Driven Decision Tree • Research Studies Proved the effectiveness of this model • New enhancements to this study is going on

  22. The Leader-Member Exchange (LMX) Approach • Stresses the importance of variable relationships between supervisors and each of their subordinates. Out-group In-group Higher Performance and satisfaction

  23. Substitutes for leadership: Identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates (Ability, experience, need for independence, professional orientation), the task (routine, intrinsic satisfaction), and the organization (group cohesion, inflexibility, reward power!). E.g. Emergency room supervisor, relief work, Related Perspectives on Leadership

  24. Charismatic leadership: Assumes that charisma in an individual characteristic of the leader. Charisma: A form of interpersonal attraction that inspires support and acceptance. Self confidence, firm belief/ideas, need to influence people Larger than life (e.g. Donald Trump) Traits Envision the future Energize others (excitement, confidence, success) Support (Empathy, Confidence) Related Perspectives on Leadership …

  25. Transformational Leadership • Leadership that goes beyond ordinary expectations by • transmitting a sense of mission • stimulating learning experiences, and • inspiring new ways of thinking. Rapid Change and Turbulent Environment Compared to transactional leaders who motivate followers to work toward established goals by exchanging rewards for their productivity.

  26. Political Behavior in Organizations • Political behavior • Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes. • Impact (believed) • Salary, Promotion, Hiring • Bad, unfair, irrational, unhealthy (55/45!) • How? • Inducement, persuasion, obligation, coercion

  27. Political Behavior in Organizations • Impression management (Subtle) • A direct and intentional effort by someone to enhance his/her image in the eyes of others. • Career! (Make yourself look good)

  28. Managing Politics • Be aware- actions might have a political tie • Autonomy, responsibility, challenge, feedback • Avoid using power (No charge) • Get disagreement out in the open • Avoid covert activities • Common areas • Performance evaluations Easy List!

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