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1435462858_413516.pptxChapter 12
Leadership Power and Influence
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Use power and politics to help accomplish important organizational goals
Practice aspects of charismatic leadership by pursuing a vision or idea that is cared deeply about and shared with others
Apply the concepts that distinguish transformational from transactional leadership
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Use coalitional leadership to build alliances that can help achieve important goals for the organization
Call upon characteristics of Machiavellian-style leadership when tough actions are needed to benefit the organization in difficult times
Explain the difference between soft power and hard power and identify specific types of power in organizations
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Describe structural, human resource, political, and symbolic frames of reference and identify your dominant leadership frame
Know how to increase power through political activity and use the influence tactics of appealing to a higher vision, rational persuasion, friendliness, reciprocity, developing allies, and direct persuasion
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©2015 Cengage Learning. All Rights Reserved. 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
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©2015 Cengage Learning. All Rights Reserved. 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
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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.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Steps for Effective Coalitional Leadership
Having a lot of interviews
Visiting customers and other stakeholders
Developing a map of stakeholder buy-in
Breaking down barriers and promote cross-silo cooperation
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©2015 Cengage Learning. All Rights Reserved. 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
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Responses to the Use of Power
Following the directions of the person with power, regardless of how much agreement there is with that person’s directions
Compliance
Act of deliberately disobeying orders or delaying carrying out orders
Resistance
Adopting the leader’s view-point and carrying out instructions
Commitment
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©2015 Cengage Learning. All Rights Reserved. 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
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Source: 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
©2015 Cengage Learning. All Rights Reserved. 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
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Personalized Leaders vs. Socialized Leaders
Personalized leaders
Exercise power for their own self-centered needs and interests
Self-aggrandizing, nonegalitarian, and exploitative
Socialized leaders
Exercise power to benefit others and the organization as a whole
Empowering, egalitarian, and supportive
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©2015 Cengage Learning. All Rights Reserved. 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
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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
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
