leadership Essay (5 pages essay)

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Leadership, Influence & Power

Prof Karen Hanen

Mgt 360

Figure 14.1 Leading viewed in relationship to the other management functions

Leadership Traits and Behaviors

Important traits for leadership success

Drive

Self-confidence

Creativity

Cognitive ability

Job-relevant knowledge

Motivation

Flexibility

Honesty and integrity

The Nature of Leadership

Power

Ability to get someone else to do something you want done or make things happen the way you want

Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction

Position power

Personal power

Consequences of Unquestioning Power

The Milgram Study

The Asch Study

The Zimbardo Study

Power

The Relationship Between Dependency and Power

Scarcity

Importance

Substitutability

Dependency

The Nature of Leadership

Position power

Based on a manager’s official status in the organization’s hierarchy of authority

Sources of position power:

Reward power

Capability to offer something of value

Coercive power

Capability to punish or withhold positive outcomes

Legitimate power

Organizational position or status confers the right to control those in subordinate positions

The Nature of Leadership

Personal power

Based on the unique personal qualities that a person brings to the leadership situation

Sources of personal power:

Expert power

Capacity to influence others because of one’s knowledge and skills

Referent power

Capacity to influence others because they admire you and want to identify positively with you

The Nature of Leadership

Empowerment

The process through which managers enable and help others to gain power and achieve influence

Effective leaders empower others by providing them with:

Information

Responsibility

Authority

Trust

Leadership Traits and Behaviors

Task concerns

Plans and defines work to be done

Assigns task responsibilities

Sets clear work standards

Urges task completion

Monitors performance results

People concerns

Acts warm and supportive toward followers

Develops social rapport with followers

Respects the feelings of followers

Is sensitive to followers’ needs

Shows trust in followers

Figure 14.2 Classic leadership styles combining concerns for task and concerns for people

Contingency Approaches to Leadership

Fiedler’s Contingency Model

Good leadership depends on a match between leadership and situational demands

Determining leadership style:

Low LPC  task-motivated leaders

High LPC  relationship-motivated leaders

Leadership is part of one’s personality, and therefore relatively enduring and difficult to change

Leadership style must be fit to the situation

Figure 14.4 Leadership implications of the Hersey-Blanchard situational leadership model

Contingency Approaches to Leadership

Path-goal leadership styles

Directive leadership

Communicate expectations

Give directions

Schedule work

Maintain performance standards

Clarify leader’s role

Supportive leadership

Make work pleasant

Treat group members as equals

Be friendly and approachable

Show concern for subordinates’ well-being

Achievement-oriented leadership

Set challenging goals

Expect high performance levels

Emphasize continuous improvement

Display confidence in meeting high standards

Participative leadership

Involve subordinates in decision making

Consult with subordinates

Ask for subordinates’ suggestions

Use subordinates’ suggestions

Contingency Approaches to Leadership

When to use House’s leadership styles:

Use directive leadership when job assignments are ambiguous

Use supportive leadership when worker self-confidence is low

Use participative leadership when performance incentives are poor

Use achievement-oriented leadership when task challenge is insufficient

Contingency Approaches to Leadership

Leader-Member Exchange Theory (LMX)

Nature of the exchange is based on presumed characteristics by the leader

High LMX relationship:

favorable personality

competency

compatibility

Low LMX relationship:

low competency

unfavorable personality

low compatibility

Figure 14.5 Elements of leader-member exchange (LMX) theory

Figure 14.6 Leadership implications of Vroom-Jago leader-participation model

Contingency Approaches to Leadership

Decision-making options in the Vroom-Jago leader-participation theory:

Decide alone

Consult individually

Consult with group

Facilitate

Delegate

Contingency Approaches to Leadership

Benefits of participative decision methods:

Help improve decision quality

Help improve decision acceptance

Helps develop leadership potential

Potential disadvantages of participative decision methods:

Lost efficiency

Not particularly useful when problems must be solved immediately

Leadership

Visionary leadership

Vision

A future that one hopes to create or achieve in order to improve upon the present state of affairs

Visionary leadership

A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully

Personal Leadership

Transformational leadership

Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments

Transactional leadership

Someone who leads based on getting things accomplished, not necessarily through character or vision, but rather based on more typical “quid pro quo” interactions

Personal Leadership

Superleaders

Persons whose vision and strength of personality have an extraordinary impact on others

Charismatic leaders

Develop special leader-follower relationships and inspire others in extraordinary ways

Personal Leadership

Servant leadership

Commitment to serving others

Followers more important than leader

“Other centered” not “self-centered”

Power not a “zero-sum” quantity

Focuses on empowerment, not power

Personal Leadership

Emotionally Intelligent Leadership

The ability of people to manage emotions in social relationships

Characteristics of the emotionally intelligent leader:

High self-awareness

Motivated and persistent

High social awareness

Good self management

Good relationship management

Personal Leadership

Women tend to use interactive leadership

A style that shares qualities with transformational leadership

Leaders with this style are democratic, participative, and inclusive.

Men tend to use transactional leadership

Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace

Personal Leadership

Moral leadership

Ethical leadership that is always “good” and “correct”

Integrity involves the leader’s honesty, credibility, and consistency in putting values into action

Moral overconfidence is an overly positive view of one’s strength of character

Authentic leadership activates positive psychological states to achieve self awareness and positive self-regulation.

Peter Drucker’s Straight Talk on Leadership

Defining and communicating a clear vision

Accepting leadership as a “responsibility” rather than a rank

Surround yourself with talented people

Don’t blame others when things go wrong

Keep your integrity, earn trust

Don’t be clever, be consistent

Next Class – March 7

Read CH 16

No OA Due (you’ve completed the first 5)

OQ #5 due Friday, March 4, 11:55pm

Class Paper Assignment Feb 15- March 28, 11:30am

Start reviewing for Test 1

Post General Questions on Moodle or email me – Have a great week!!