Reflective essay

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Power and influence

WEEK 6

Margee Hume

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Contingency Approaches to Leadership

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives

Understand influential leadership

Discuss the role of Charisma

Discuss building buyin with followers

Use the Vroom–Jago model to identify the correct amount of follower

participation in specific decision situations

Know how to use the power of situational variables to substitute for or

neutralize the need for leadership

Contingency Approaches to Leadership

©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

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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.

Paired Discussion

Do you think Charisma is a powerful leadership trait?

Do you think the following leaders were charismatic

Barrack Obama

Bill Clinton

Malcolm Turnbull

Tony Abbott

Queen Elizabeth

Prince William

Discuss

Contingency Approaches to Leadership

©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.

Paired Discussion

Discuss Buy in, which strategy is

best? How would you decide which

strategy to use?

Discuss

Contingency Approaches to Leadership

©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.

Paired Discussion

Machiavellian-Style principles

Discuss you views on this style,

discuss each of the leaders and the

advantages and disadvantages of

using this style.

Contingency Approaches to Leadership

©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

• Watch me: Machiavellian Leaders

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Paired Discussion

Watch me: Leadership and Power

Discuss you views on power, what is

appropriate and what is excessive

power.

Contingency Approaches to Leadership

©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

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Exhibit 12.4 – Responses to the

Use of Power

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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

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Paired Discussion

When do you think each assertive

leadership style is can work? Why?

And Why not?

Discuss

Contingency Approaches to Leadership

©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.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Paired Discussion

Joan is in charge of the interviewing of new staff and is head of the panel. One of her friends is looking for a new role, albeit, the other candidates are better on paper, Joan believes she can convince her colleagues that her friend is better because of her long list of achievements in other areas.

Lets discuss the issues, ethics, conflict and power references that could be evident in this scenario

Discuss

Contingency Approaches to Leadership

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Final thought