Five Bases of Power Influence

1
Five Bases of Power (Influence)

• Reward power Promising or granting rewards.
• Coercive power Threats or actual punishment.
• Legitimate power Based on position or formal
  authority.
• Expert power Influence based on being perceived
  as having important knowledge or skill.
• Referent power Power of ones personality
  (charisma).

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Bases/Types of Power

• Positional - Likely Response
• Legitimate - Compliance
• Reward - Compliance
• Coercive - Resistance
• Personal
• Referent - Commitment
• Expert - Commitment

3
Bases/Types of Power

• Industrial Workers
• Perceptions of Previous
• Frequency of Use (Ranks)
  Students
• Legitimate - 1 2
• Reward - 3 3
• Coercive - 5 5
• Referent - 4 4
• Expert - 2 1

4
More Types?

• Information?
• Association?

5
General Strategies for Gaining Power

• These strategies work best when there is
• non-substitutability i.e., others are
  dependent on you for these things.
• Provide Scarce Resources
• Provide Information
• Resolve Important Problems
• Reduce Uncertainty

6
Politics in Org. DecisionsQuestionnaire

• 2 - Promotions
• 10-Hiring
• 8-Pay
• 6-Budget
• 4-Facilities
• 3-Delegation

• 1-Interdept.
  Coord.
• 9-Personnel Policies
• 11-Discipline
• 5-Work Appraisal
• 7-Grievances

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Organizational Politics

• Organizational politics are the activities
  managers engage in to increase their power and
  use it to achieve their goals.
• Politics can be negative or positive.
• Political activity helps get things done that are
  not specifically assigned in job descriptions.
• Political activity allows a manager to gain
  support for an idea, e.g., a needed change.

8
Political Behavior

• Least Political (Positive Politics)
• Personal Goals compatible with orgs.
• Sanctioned use of power (Socialized)
• e.g., developing skills, using referent power
• Most Political (Negative Politics)
• Personal and Org. goals incompatible
• Unsanctioned use of power (Personalized)
• e.g., withholding information, backstabbing,
  using coercive power

9
Political Strategies for Gaining Power

• Networking
• associate with the right people (people with the
  power or resources to help or hurt you).
• Coalescing
• combine resources with others to pursue
  
  common objectives
• Co-opting
• form alliances with those who are obstacles

10
Managing Organizational Politics

• Have rules, policies when appropriate
• Establish a climate of trust
• Make goals clear
• Measure and Reward performance
• Stress teamwork over competition
• Break-up negative political factions

11
Major Leadership Theory Issues

• Are leaders born that way or do they learn
  leadership behaviors? (Traits vs. Behaviors)
• Is there one best way to lead in all situations?
  (Universal vs. Contingency)
• If Contingency, what variables are important?
• e.g., Followers, Task, Environment
• How much should the leader allow subordinates to
  participate in decisions?
• How can you improve leadership?

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Types of Leadership Theories
Applicability
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Types of Leadership Theories

• Trait Theories
• e.g., Self-Confidence, Persistence
• Dont predict actions well
• Dont explain how traits translate into action
• Universal Theories
• Research disproves
• Contingency-Style Theories (Type IV)
• Most prevalent today

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Traits thatGenerally DifferentiateLeaders from
Nonleaders

• Drive
• Desire to Lead
• Honesty and Integrity
• Self-Confidence
• Intelligence
• Job-Relevant Knowledge

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2 Basic Leadership Styles(in Types II, III, and
IV Theories)

• Category 1
• Initiating Structure---
• Job-Centered----------
• Conc. for Production-
• Task-Oriented---------
• Directive----------------

• Category 2
• Consideration
• Employee-Centered
• Concern for People
• Relationship-Oriented
• Supportive

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THE OHIO STATE MODEL OF LEADER BEHAVIORS
Low Initiating Structure High Consideration
High Initiating Structure High Consideration
High
Consideration
High Initiating Structure Low Consideration
Low Initiating Structure Low Consideration
Low
Low
High
Initiating Structure
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Blake MoutonsLeadership Grid
High
Country Club Management
Team Management
Middle-of-the-Road Management
Concern for People
Authority-Compliance Management
Impoverished Management
Low
High
Low
Concern for Production
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Michigan Studies

• Employee-Centered Leaders
• Job-Centered Leaders
• (Leaders are supposedly Either on OR the other -
  These were viewed as opposite extremes of the
  same continuum - cf., Fiedler)

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Contingency Approaches

• Identify relevant Situational Variables and what
  Leader Traits or Styles are appropriate for each.

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Situational Variables

• Fieldler
• Leader-Member Relations
• Task Structure
• Leader Position Power
• Hersey and Blanchard
• Follower Readiness (Ability, Willingness)
• Path-Goal Theory
• Subordinates Ability, Personality
• Environment
• Task
• WorkGroup
• Organization Authority System
• Vroom
• What is needed to facilitate a Quality decision
• What is needed to bolster employee Morale

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Fiedlers Contingency Theory (Type III Theory)

• Situational Variables
• Leader-Member Relations
• Good vs. Poor
• Task Structure
• Structured vs. Unstructured
• Leader Position Power
• Strong vs. Weak

• Leader Traits
• Relationship-oriented (High LPC)
• Task-oriented (Low LPC)
• (Fiedler believed it is easier to change a
  situation than to change a leader)

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Fiedlers Contingency Theory

• Predictions
• Task-Oriented Leaders
• -Most effective when situation is
• either highly favorable or highly
• unfavorable (research supports well)
• Relationship-Oriented Leaders
• -Most effective when situation is
• moderately favorable
• (less research support)

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Hersey and Blanchard's Situational Theory (Type
IV)

• Situational Variables
• Followers Readiness / Maturity is due to
• Ability
• Willingness

• Leader Behaviors
• Task Behavior (High or Low)
• Relationship Behavior (High or Low)
• 4 Combinations Including
• Telling (H-L)
• Selling (H-H)
• Participating (L-H)
• Delegating (L-L)

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Hersey Blanchards Situational Leadership
High
High Relationship and-gt-gt-gt Low Task
High Task lt-lt-lt-and High Relationship
Participating
Selling
Relationship Behavior
Low Relationship lt-lt-lt-and Low Task
High Task and-gt-gt-gt Low Relationship
Telling
Delegating
Low
Task Behavior
High
High
Low
Moderate
R4
R3
R2
R1
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Hersey and Blanchards Situational Leadership
Theory
Selling S2 Explain decisions and provide
opportunity for clarification
Participating S3 Share ideas and facilitate
decision making
Delegating S4 Turn over responsibility
for decisions and implementation
Telling S1 Provide specific instructions and
closely supervise performance
Low
Task Behavior
Low
High
Follower
ReadinessHigh Moderate Low
R4 R3 R2 R1
Follower-Directed
Leader-Directed
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Path-Goal Theory (Type IV)

• A leaders responsibility is to increase
  subordinates' motivation by
• Clarifying the subordinates' path (i.e., helping
  them reach the goal)
• Giving things they value as rewards for reaching
  the goal
• A major contribution is the Achievement
  Oriented leadership style in which the leader is
  able to provide goals that give subordinates an
  incentive

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Path-Goal Theory

• Situational Variables
• Follower Characteristics
• e.g, abilities, motivation
• Workplace Characteristics
• e.g., task difficulty

• Leader Behaviors
• Directive leadership
• Achievement-Oriented leadership
• Supportive leadership
• Participative leadership

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VroomsNormative Decision Model
(Leader-Participation) (Type IV)

• Helps gauge the appropriate amount of
  participation for subordinates
• 5 levels of leader participation styles ranging
  from highly autocratic to highly democratic.

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Vroom Model

• Participation is permitted primarily to
• Enhance Decision Quality
• Foster Subordinate Morale
• Or Both
• Series of questions asked about the situation
  (e.g., Does the leader have the expertise to
  solve the problem alone?, How important is
  subordinate commitment to the decision?)

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VroomsNormative Decision Model Styles

• AI Leader makes decision alone
• AII Leader obtains information from
  subordinates, then makes decision alone
• CI Leader obtains suggestions from subordinates
  individually, then makes decision alone
• CII Leader obtains suggestions from
  subordinates collectively, then makes decision
  alone
• G Decision by group consensus

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Trends Toward Greater Participation

• Reasons
• Education
• Technology
• Deregulation
• Downsizing
• Globalization

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Newer Leadership Concepts

• Not highly developed as leadership theories.
• Often seen as beyond the bounds of traditional
  theories.
• Stress what you might call the Visionary Hero
• Transformational Leader
• Brings about innovation and change.
• Imagines how the future could be and inspires
  followers to work toward creating that future.
• Charismatic Leader
• A leader whose personality motivates subordinates
  to exceed their required performance level.

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Kinds of Charismatic Leaders

• Unethical Charismatics
• control and manipulate followers
• only want positive feedback
• motivated by self-interest
• Ethical Charismatics
• recognize others contributions
• open to positive and negative feedback
• concerned with the interests of the group

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Superleadership(and earlier views)

• Strong Man Authoritarian (similar to Type I)
• Transactor - Motivates subordinates
• using feedback and rewards (similar to
• Types II IV)
• Visionary Hero - Inspires using emotion,
• but still the decision maker
• Superleader - Helps followers become
• self-leaders or superfollowers

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TYPES OF FOLLOWERS
Employee Activity/ Initiative
Survivors
High
Employee Critical Thinking
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Implications of Leadership Theories

• Know your preferred Style. (Fiedler)
• Know and care about your Followers. (Hersey
  Blanchard, Path-Goal)
• Know and care about the Task. (Fiedler,
  Path-Goal)
• Understand the Environment affecting you and your
  followers. (Path-Goal)
• Fit your Style to your Followers, the Task, and
  the Environment. (This may include making
  changes in S, F, T, or E.)
• Enhance your Referent and Expert Power
  (Charismatic, etc.)
• Visualize the Future and prepare your Followers
  for it (Charismatic, Superleadership)