chapter 15 (lecture outline and line art presentation) influence processes and leadership

Chapter 15 (Lecture Outline and Line Art Presentation)

Influence Processes and

Leadership

Copyright © Houghton Mifflin Company. All rights reserved. Lecture Outline and Line Art Presentation, 15–2

Chapter Objectives

1. Identify and describe eight generic influence tactics used in modern organizations.

2. Identify the five bases of power and explain what it takes to make empowerment work.

3. Explain the concept of emotional intelligence in terms of Goleman’s four leadership traits.

4. Summarize what the Ohio State model and the Leadership Grid® have taught managers about leadership.


Chapter Objectives (cont’d)

5. Describe the path-goal theory of leadership and explain how the assumption on which it is based differs from the assumptions on which Fiedler’s contingency theory is based.

6. Explain Greenleaf’s philosophy of the servant leader.

7. Identify the two key functions that mentors perform and explain how a mentor can develop a junior manager’s leadership skills.

8. Explain the management of antecedents and consequences in behavior modification.


Influence Tactics in the Workplace

• Influence• Any attempt by a person to change the behavior of

superiors, peers, or lower-level employees.

• Is not inherently good or bad.

• Can be used for purely selfish reasons.

• Can be used to subvert organizational objectives.

• Can be used to enhance organizational effectiveness.

• Influence• Any attempt by a person to change the behavior of

superiors, peers, or lower-level employees.

• Is not inherently good or bad.

• Can be used for purely selfish reasons.

• Can be used to subvert organizational objectives.

• Can be used to enhance organizational effectiveness.


Influence Tactics in the Workplace (cont’d)

• Eight Generic Influence Tactics• Consultation

• Rational persuasion

• Inspirational appeals

• Ingratiating tactics

• Coalition tactics

• Pressure tactics

• Upward appeals

• Exchange tactics


Power

• What Is Power?• The ability to marshal the human, informational, and material

resources to get something done.

• Power affects

• Decisions

• Behavior

• Situations

• Types of power

• Power over: the ability to dominate.

• Power to: ability to act freely.

• Power from: ability to resist the demands of others.


Figure 15.1The Relationship Between Authority and Power


Power (cont’d)

• Five Bases of Power• Reward power: having the ability to grant rewards.

• Coercive power: gaining compliance through threats or punishment.

• Legitimate power: gaining compliance based on the power associated with holding a superior position.

• Referent power: gaining compliance based on charisma or personal identification.

• Expert power: gaining compliance based on the ability to dispense valued information.


Power (cont’d)

• Empowerment• Making employees full partners in the decision-

making process and giving them the necessary tools and rewards.

• Power is viewed as an unlimited resource.

• Traditional authoritarian managers feel threatened.

• Threats to empowerment

• Dishonesty

• Untrustworthiness

• Selfishness

• Inadequate skills


Leadership

• Leadership Defined• The process of inspiring, influencing, and guiding

others to participate in a common effort.

• Formal Leadership• The process of influencing relevant others to pursue

official organizational objectives.

• Informal Leadership• The process of influencing other to pursue unofficial

objectives that may or may not serve the organization’s interests.


Figure 15.2The Evolution of Leadership Theory


Leadership (cont’d)

• Trait Theory• The search for universal traits possessed by all

leaders.

• An early trait profile found moderate agreement on five traits

• Intelligence

• Scholarship

• Dependability in exercising responsibilities

• Activity and social participation

• Socioeconomic status



• A Modern Trait Profile: Leaders with Emotional Intelligence• Emotional Intelligence (EI): the ability to monitor and

control one’s emotions and behavior in complex social settings.

• Leadership traits associated with EI

• Self-awareness

• Self-management

• Social awareness

• Relationship management



• The Controversy Over Male and Female Leadership Traits• Rosener’s research: Female leaders are better at

sharing power and information.

• Later research found no significant differences in the leadership styles of men and women.

• Women did not fit the female stereotype.

• Men did not fit the male stereotype.



• Behavioral Styles Theory• WWII studies of the patterns of leader behaviors

(leadership styles) rather than who the leader was (traits).

• Democratic style

• Authoritarian style

• Laissez-faire (hands-off style)


Behavioral Styles Theories of Leadership

• The Ohio State Model• Initiating structure: leader’s efforts to get things

organized and get things done.

• Consideration: the degree of trust, friendship, respect, and warmth that the leader extended to subordinates.

• Identified four leadership styles

• Low structure, high consideration

• High structure, high consideration

• Low structure, low consideration

• High structure, low consideration


Figure 15.3Basic Leadership Styles from the Ohio State Study


Behavioral Styles Theories of Leadership (cont’d)

• The Leadership Grid®• The belief that there is one best style of leadership.

• Concern for production: the desire to achieve greater output, cost-effectiveness, and profits.

• Concern for people: promoting friendships, helping coworkers get the job done, and attending to things that matter to people.

Figure 15.4

Blake and McCanse’s Leadership Grid


Behavioral Styles Theories of Leadership (cont’d)

• The Leadership Grid® Styles• 9, 1 style: primary concern for production; people

secondary.

• 1, 9 style: primary concern for people; production secondary.

• 1, 1 style: minimal concern for production or people

• 5, 5 style: moderate concern for both production and people to maintain the status quo.

• 9, 9 style: high concern for both production and people (commitment, trust, and teamwork)


Situational Theories of Leadership

• Fiedler’s Contingency Theory• Performance of the leader depends on

• the degree to which the situation gives the leader control and influence (favorableness of the situation).

• the leader’s basic motivation to either accomplish the task or having supportive relationships with others (task or relationship motivation).

• The challenge is to match the leader with a suitable situation: easier to move the leader than to change the leader’s style.


Figure 15.5Fiedler’s Contingency Theory of Leadership


Situational Theories of Leadership (cont’d)

• Path-Goal Theory• Derived from expectancy motivation theory.

• Effective leaders enhance employee motivation by

• clarifying perceptions of work goals.

• linking rewards to goal attainment.

• explaining how goals and rewards can be achieved.

• Leadership styles

• Directive

• Supportive

• Participative

• Achievement-oriented


Other Theories of Leadership

• Transformational Leadership Theory• Transformational leaders

• Are capable of charting new courses for their organization.

• Are visionaries who challenge people to do exceptional things, above and beyond the plan.

• Transactional leaders

• Monitor people to so they do the expected, according to plan in order to maintain the status quo.

• Get people to do things by offering a reward or threatening them with a punishment.


Servant Leaders: Putting to Work What You’ve Learned

• The Servant Leader (Greenleaf)• An ethical person who put others—not herself or himself—in the

foreground.

• Characteristics

• Are servants first

• Inspire trust

• Are masters of feedback

• Emphasize personal development

• Articulate goals

• Know how to listen

• Rely on foresight


Mentoring

• Learning from a Mentor• Mentor: someone who develops another person

through tutoring, coaching, and guidance.

• Dynamics of Mentoring• Mentoring’s key functions

• Serving as a career enhancement function.

• Providing psychological support.


Behavior Modification

• Behaviorism• The belief that observable behavior is more important

than inner states (needs, motive, or expectations).

• Favorable consequences encourage behavior, whereas unfavorable consequences discourage behavior.

• Operant Conditioning• The study of how behavior is controlled by the

surrounding environment.


Behavior Modification (cont’d)

• What Is Behavior Modification?• The practical application of operant conditioning

techniques to everyday behavior problems.

• The systematic management of environmental factors to get people to do the right things more often and the wrong things less often.

• Managing the the antecedents and/or consequences of observable behavior.



• Managing Antecedents• Antecedent: an environmental cue for a specific

behavior.

• Cue control: controlling the presentation of cues to elicit the desired behaviors at specific places and times.

• Managing antecedents is a way of encouraging good performance.



• Managing Consequences• Positive reinforcement: encouraging a behavior with a

pleasing consequence.

• Negative reinforcement: encouraging a behavior by immediately withdrawing or terminating a displeasing consequence.

• Extinction: discouraging a behavior by ignoring it.

• Punishment: discouraging a behavior by the immediate presentation of an undesirable consequence or the withdrawal of something desirable.



• Positively Reinforce What Is Right About Job Performance• Build up desirable job behaviors by reinforcing the desirable

counterpart to an undesirable behavior.

• Focus on the the positive aspects of job performance.

• Schedule Reinforcement Appropriately

• Continuous reinforcement: every instance of a behavior is rewarded.

• Intermittent reinforcement: rewarding some, but not all, instances of a behavior; the most effective form of reinforcement.

chapter 15 (lecture outline and line art presentation) influence processes and leadership

Documents

expert power

legitimate power

coercive power

referent power

leadership grid

leadership traits

organizational effectiveness

unofficial objectives