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Leadership and Power in Organizations Chapter 13

Leadership and Power in Organizations Chapter 13. Are Leaders Born or Made ?. Do you consider yourself a leader or a follower ?. Definition of Leadership. How would you define leadership? a person in charge or the boss of other people

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Leadership and Power in Organizations Chapter 13

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  1. Leadership and Power in OrganizationsChapter 13

  2. Are Leaders Born or Made? Do you consider yourself a leader or a follower?

  3. Definition of Leadership • How would you define leadership? • a person in charge or the boss of other people • No one definition has been universally accepted • The main idea that runs through different definitions… • Leadership: influencing the following in other people • Attitudes • Beliefs • Behaviors • Feelings

  4. French and Raven’s 5 Bases of Power • What is power? • The extent to which one person can influence another to do something • Expert • Referent • Legitimate • Reward • Coercive

  5. 1. Expert Power • Supervisor’s special knowledge and expertise • So subordinates believe is more vital in this power rather than the expertise itself • Some people are better than others at appearing to be experts • Certain titles can enhance the perceived expert power (ex. doctor, Ph.D., Nobel Prize winner, etc.)

  6. 2. Referent Power • The extent to which the subordinate likes and identifies with the supervisor • This power can be developed through personal relationships • Also by raising the status of the supervisor • CEO celebrities: Michael Eisner of Disney Corporation and Ted Turner of Tuner Broadcasting

  7. 3. Legitimate Power • Job Title • Legitimate right or authority to be in charge • If the subordinate refuses to recognize the authority of that title, then the power does not exist

  8. 4. Reward Power • Rewards • Bonuses • Desirable job assignments • Promotions • Raises

  9. 5. Coercive Power • Punishments • Disciplinary actions • Fines • Firing • Salary reduction

  10. Yukl’s 3 Sources of Political Power • How does one achieve and maintain power? • Controlling Decisions • Being in the most powerful committee • Taking on the right tasks • Coalition Formation • Supporting each other’s positions • Co-optation • Diffuse another faction’s opposition by allowing its members to participate in the decision

  11. Abuse of Power • Negative side to power! • Power used to mistreat subordinates • Why? • Only way to get people to perform well • Enjoy wielding power over others Examples: ethnic, racial, and sexual harassment

  12. 6 Leadership Theories • Trait Approach: personal characteristics of a leader • Behavior Approach: which leader behaviors are effective • Leader-member exchange (LMX) and Transformation Approaches: relationship between subordinates and supervisors • Contingency and Path-goal Approach: good leadership is a function of the interplay of the person, the person’s behavior, and the situation

  13. Theory: Question • Trait Approach: • “Who will make a good leader?” • Behavior Approach: • “What do good leaders do?” • Leader-member exchange and transformational: • “How does the interaction between subordinate and supervisor affect the subordinate’s behavior?” • Contingency and Path-Goal Approach: • “Under a given condition, who will be a good leader and what behavior is likely to be effective?”

  14. Vroom-Yetton Model • Five approaches • Supervisor makes the decision • Supervisor gets info from subordinates and makes the decision • Supervisor discusses the problem with some subordinate and makes the decision • Supervisor discusses problem with all • Supervisor presents the problem and lets the subordinates decide

  15. LeadershipWomen vs. Men • Reality: Women are still underrepresented at the higher levels of organizations • 2-4% in executive jobs (1990) • But not in all organizations…ex. Powell and Butterfield (1994) • Women were more likely to be promoted in civil service

  16. Glass Ceiling Phenomenon • This ceiling symbolizes the women’s difficulty in getting beyond the lower levels of management • Why? The general perceived characteristics of a woman for that type of a job have not been fully realized yet!

  17. Leadership: Gender Difference • Men more autocratic • Women more democratic (Eagly and Johnson, 1990) • No further statement can be made from these studies…

  18. Future Issues and Challenges • Increasing diversity in the workplace • Need divergent and flexible methods for supervisors so to cope with a more varied group of subordinates • Different cultures and backgrounds

  19. QUESTIONS *Watch Band of Brothers in order to get a good idea about Leadership and Power

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