Managing Leadership and Influence Processes

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Chapter 17

• Managing Leadership and Influence Processes

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Leadership

• Definition
• Ability to influence others and motivate others
  toward organizational goals.
• Elements
• Process What leaders actually do.
• Process behaviors include influencing
  organizational goals motivating behavior toward
  goals helping define organizational culture.
• Property Set of characteristics attributed to
  individuals who are perceived to be leaders.

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Leadership Versus Management

• MANAGEMENT
• Planning and budgeting.
• Organizing and staffing.
• Controlling and problem solving.
• Producing a degree of predictability.

• LEADERSHIP
• Establishing direction.
• Aligning people.
• Motivating and inspiring.
• Producing change, often to a dramatic degree.

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Where does a leaders power come from?

• Expert Power
• leader has knowledge others need
• others know s/he has the knowledge
• Legitimate Power
• power by virtue of the hierarchical nature of
  supervisor-subordinate relationship

• Reward Power
• power to control rewards such as salary, bonuses,
  promotions, praise
• Coercive Power
• power to punish AND willingness to use power
• Referent Power
• power because others like you and want you to
  like them

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Leadership Schools of Thought

• Trait Model
• Behavioral Models
• Michigan Studies
• Ohio State Studies
• Leadership Grid
• Situational (Contingency) Models
• Leader-Member Exchance (LMX)
• Path Goal Model (Evans House)

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Trait Model

• Considers personality, social, physical, or
  intellectual traits to differentiate leaders from
  nonleaders.
• Examples
• intelligence
• supervisory ability
• initiative
• drive
• individuality
• self confidence
• risk taking
• assertiveness

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Limitations of Trait Approach

• No universal traits found that predict leadership
  in all situations.
• Unclear evidence of the cause and effect of
  relationship of leadership and traits.
• Better predictor of the appearance of leadership
  than distinguishing effective and ineffective
  leaders.

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Behavioral Models of Leadership

• Theories proposing that specific behaviors
  differentiate leaders from nonleaders.
• Trait theory
• Leaders are born, not made.
• Behavioral theory
• Leadership traits can be taught.

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Michigan Studies on Leadership Behavior

• Job-centered leader
• Leaders who pay close attention to an employs
  job and work procedures involved with that job.
• Primarily emphasizes technical or task aspects of
  the job.
• Employee-centered leader
• Leaders who develop cohesive work groups and
  ensure employee satisfaction.
• Do so by emphasizing interpersonal relations
  taking a personal interest in the needs of
  employees and accepting individual differences
  among members.

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Ohio State Leadership Studies

• 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.
• Their relationships are characterized by mutual
  trust, respect for subordinates ideas, and
  regard for their feelings.

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The Leadership Grid

• 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.

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Situational Approaches to Leadership

• Situational Variables
• Personality of leader
• Task to be accomplished
• Expectations, needs, and attitudes of followers
• Environment where leadership takes place

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Situational Approaches to Leadership

• Path-Goal Theory
• The theory that it is the leaders job to assist
  followers in attaining their goals and to provide
  them the necessary direction and/or support to
  ensure that their goals are compatible with the
  overall objectives of the group or organization.

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Situational Approaches to Leadership

• Leader-Member Exchange (LMX)
• Stresses that leaders have different kinds of
  relationships with different subordinates.
• Leaders create in-groups and out-groups, and
  subordinates with in-group status will have
  higher performance ratings, less turnover, and
  greater job satisfaction.
• Life Cycle
• Suggests that appropriate leader behavior depends
  on the maturity of the follower.

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Related Perspectives on Leadership

• Substitutes for Leadership
• Idea that in some situations, leader behavior is
  neutralized by characteristics of the
  subordinate, the task, and the organization.
• Charismatic Leadership
• Assumes that an individual with charisma, an
  interpersonal attraction that inspires support
  and acceptance, will be more successful than an
  individual without such traits.

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Transactional and Transformational Leadership

• Transformational Leadership
• Leadership that goes beyond ordinary
  expectations, by transmitting a sense of mission,
  stimulating learning, and inspiring new ways of
  thinking.
• Accomplished by providing the following
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual Consideration

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Transactional and Transformational Leadership

• Transactional Leadership
• Leaders guide or motivate their followers in the
  direction of established goals by clarifying role
  and task requirements.
• Key aspects
• Contingent Reward
• Management by Exception (active)
• Management by Exception (passive)
• Laissez-Faire

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Political Behaviors

• Political Behavior
• Activities carried out for the specific purpose
  of acquiring, developing, and using power and
  other resources to obtain a desired outcome.
• Inducement
• Persuasion
• Creation of an obligation
• Coercion
• Impression Management
• Intentional effort by someone to enhance his/her
  image in the eyes of others.

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Trust The Foundation of Leadership

• Trust - A positive expectation that another will
  notthrough words, actions, or decisionsact
  opportunistically.
• Trust is a history-dependent process
  (familiarity) based on relevant but limited
  samples of experience (risk).

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Dimensions of Trust

• Loyalty
• the willingness to protect and save face for
  another person.
• Openness
• reliance on the person to give you the full
  truth.

• Integrity
• honesty and truthfulness.
• Competence
• an individuals technical and interpersonal
  knowledge and skills.
• Consistency
• an individuals reliability, predictability, and
  good judgment in handling situations.

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Three Types of Trust

• Deterrence-based Trust
• Trust based on fear of reprisal if the trust is
  violated.
• Knowledge-based Trust
• Trust based on behavioral predictability that
  comes from a history of interaction.
• Identification-based Trust
• Trust based on a mutual understanding of each
  others intentions and appreciation of the
  others wants and desires.