Reflective essay
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Kinds of Influential Leadership
Transformational Transactional
Charismatic Coalitional
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Charismatic Leaders
Leaders who have the ability to inspire and motivate people to
do more than they would normally do, despite obstacles
and personal sacrifice
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.1 – Distinguishing Characteristics of
Charismatic and Noncharismatic Leaders
Source: Adapted from Jay Conger and Rabindra N. Kanungo and Associates, Charismatic Leadership: The Exclusive Factor in
Organizational Effectiveness (San Francisco: Jossey-Bass, 1988), p. 91.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Coalitional Leadership (slide 1 of 2)
Leadership that involves developing allies and building a coalition of people who support the leader’s goals and can help influence others to implement
the leader’s decisions and achieve the goals
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.2 – Mapping Stakeholder
Buy-In
Source: Data are adapted from materials supplied by ExperiencePoint, Inc., in conjunction with the GlobalTech simulation, 2007.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Machiavellian-Style Leadership
• Leader is willing to use any means necessary to
preserve and protect the well-being of the
organization
• Leaders use bare-knuckle strategies to attain
clout needed to accomplish great things
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Machiavellian-
Style Leaders
• Always on guard for risks and threats to their
power
• Don’t mind being feared
• Use deception if necessary
• Use rewards and punishments to shape
behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.3 – Five Types of Leader
Power
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.4 – Responses to the
Use of Power
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Politics
Activities to acquire, develop, and use power and other
resources to obtain desired future outcomes when there is uncertainty or disagreement
about choices
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Frame
A perspective from which a leader views the world;
influences how the leader interacts with followers, makes decisions, and exercises power
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.5 – Four Leader Frames
of Reference
Sources: Based on Lee G. Bolman and Terrence E. Deal, Reframing Organizations (San Francisco: Jossey-Bass, 1991); and L. G. Bolman and
T. E. Deal, ‘‘Leadership and Management Effectiveness: A Multi-Frame, Multi-Sector Analysis,’’ Human Resource Management 30, no. 4
(Winter 1991), pp. 509–534. Thanks to Roy Williams for suggesting the stair sequence.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.6 – Six Principles for
Asserting Leader Influence
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 12.7 – Guidelines for
Ethical Action
Sources: Based on G. F. Cavanaugh, D. J. Mobert, and M. Valasques, ‘‘The Ethics of Organizational Politics,’’ Academy of Management Journal
(June 1981), pp. 363–374; and Stephen P. Robbins, Organizational Behavior, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 1998), p. 422.