• Leadership – the ability to influence employees to voluntarily pursue org goals
Leader – Manager Distinctions
• Managers manage things; leaders lead people
• Managers do things right; leaders do the right things
• Managers keep things the same; leaders change things
• Managers cope with complexity; leaders cope with change
o Managers cope through planning/budgeting, organizing/staffing,
controlling/problem-solving
o Leaders cope by setting a direction, aligning people, motivating/inspiring
Power
• Power – the extent to which a person has the ability to influence others, so they
respond to orders
• Five sources:
o Legitimate power – results from managers’ formal positions within the org
o Reward power – results from managers’ authority to reward their subordinates
o Coercive power – results from managers’ authority to punish their subordinates
o Expert power – results from one’s specialized information or expertise
o Referent power – derived from one’s personal attraction
• Types:
o Organizational – derives from position in the org
Legitimate, reward, coercive
o Personal – additional capabilities
Expert, referent
Influence
• Being able to get others to do what you want them to do & get others to follow your
wishes
• Tactics:
o Rational persuasion, inspirational appeals, consultation, ingratiating tactics,
personal appeals, exchange tactics, coalition tactics, pressure tactics,
legitimating tactics
Using Power & Influence
• Five approaches to leadership
o Trait – attempt to identify distinctive characteristics that account for the
effectiveness of leaders
Kouzes & Posner – follower preferences (honest, forward looking,
inspiring, competent)
Module 14: Power, Influence, & Leadership
Nature of Leadership
Company-specific leader competencies – results oriented, integrity,
managerial courage, accountable, customer focused
Judge’s Research: traits are more predictive of leader emergence than
leader effectiveness
o Behavioral – attempt to determine the distinctive styles used by effective leaders
Ohio State Leadership Model: what do leaders do on a day-to-day basis?
1800 behaviors narrowed down to 2 independent dimensions
• Initiating structure – leadership behavior organizes & defines
what group members should be doing in pursuit of goal
attainment
• Consideration – leadership behavior that expresses concern for
employees by establishing a warm, friendly, supportive climate
o Contingency – determines if a leader’s style is task oriented or relationship-
oriented and if that style is effective for the situation at hand
Fielder’s Model
• 2 leadership orientations: task-oriented & relationship-oriented
• 3 dimensions of situational control: leader-member relations (do
my subordinates accept me as leader?), task structure (do my
subordinates perform unambiguous tasks?), position power (do I
have power to reward & punish?)
Path-Goal Model (House)
Situational Leadership (Hersey & Blanchard) – argues that the optimal
combination depends upon employees’ readiness
• Has been incorporated into leadership programs in 400/500
fortune 500 firms
o full range
transactional leadership – focuses on clarifying employees’ roles & task
requirements & providing rewards & punishments contingent on
performance
transformational leadership – transforms employees to pursue
organizational goals over self-interests, influenced by individual
characteristics & org culture
o four additional
Transformational Leadership
• inspirational motivation – share vision that transcends all employees
• idealized influence – inspire trust, high ethical standards
• individual consideration – actively encourage employees to grow & excel
• intellectual stimulation – gifted communicators
• Implications:
o Can improve results for both individuals & groups
o Can be used to train employees at any level
o Requires ethical leaders
Leader-Member Exchange
• Emphasizes that leaders have different kinds of relationships with different
subordinates
• Two types of interactions
o In-group exchange – partnership between leader/follower with mutual trust,
respect, liking, sense of common fates; may receive special assignments,
privileges
o Out-group exchange – leaders are overseers & fail to. create a sense of mutual
trust, respect, liking, or common fates; receive less of manager’s time/attention
Additional Perspectives
• Servant leaders – focus on providing increased service to others – meeting the goals of
both followers & the organization – rather than to themselves
• E-leadership – can involve one-to-one, one-to-many, & within-group and between-
group 7 collective interaction via info technology
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