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.