Download - Leadership and Power and Influence
ORGANIZATIONAL BEHAVIOUR
LEADERSHIP IN ORGANIZATION SETTING
What is leadership?
Leadership is the process of influencing individuals and group to achieve goals.
Leader use influence to motivate follower and arrange the work environment so they can do the job more effectively.
Role of
leader
Share organization vision with
people
Recruit, train and retains
Challenges, provoke and
stimulate intellectuall
y
Discovers talent
Builds the culture of creativity
and innovation.
Instils ownership
5 researched theories perpective of leadership
Trait theories = Leader selection
To 1930
Behavioural theories = leader training
1940 to mid 1960s
Contingency theories = leader situation matching
Mid 1960s to 1980s
Newer theories = charisma and beyond
1990s onwards
Neuroleadership = leader follower interaction
2006 onwards
TRAITS THEORIES
1920 and 1930 focused on traits of the leader.
Traits play a central role in differentiating leaders from non-leaders.
Seven traits associated with effective leadership are:
Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job relevant knowledge
extraversion
BEHAVIOURAL THEORIES Focused on the leader and how the leader interact with his/her group
members.
Researchers began to hope that behavioural theory approach would provide a more definitive information about the nature of leadership than did trait theories.
4 main behavioural leadership theories
1. Ohio state studies
2. University of Michigan studies
3. The Manageriel Grid
4. The Scandinavian Studies
Ohio State Studie
s
INITIATING STRUCTURE• Is the scope to which a leader defines and structure his/her role as well as those of his/her followers in order to accomplish goals
CONSIDERATION• Is the work relationship between the leader and his/her followers based on mutual trust, taking into account foolowers ideas and their feelings.
University of
Michigan Studies
EMPLOYEE-ORIENTED LEADER• A leader who emphasize
interpersonal relations, takes a personel interest in the needs of employees and accept individual differences among members.
PRODUCTION-ORIENTED LEADER• A leader who emphasize
technical or task aspect of the job.
THE MANAGERIAL GRID
Also known as the leadership grid
Two main dimension like CONCERN FOR PEOPLE and CONCERN FOR PRODUCTION.
Developed by Blake and Mouton, the grid is graphic depiction of two dimensional view of leadership style.
It has nine possible position along its two axis, creating 81 different leadership style.
These research found leaders perform best under 9,9 style in comparison to, say with 9,1(authority type) or 1,9 (laissez-fair type)
9 1,9
9,9
8
7
6
5 5,5
4
3
2
1 1,1 9,1
1 2 3 4 5 6 7 8 9
Improverished management
Concern for people
Country club management
Team management
Middle of the road management
Task management
Concern for production
The Scandinavian Studies
Effective leader would display development-oriented behaviour
Development-oriented leader is a leader who values experimentation, seek new ideas, and generates and implements change.
CONTINGENCY APPROACH
CONTINGENCY
THEORIES
Fiedler Model
Hersey and Blanchard’s Situational
Theory
Leader-Member
Exchange Theory
Path Goal Theory
Leader-Participation
Model
Fiedler Model
Proposing that effective group performance depends upon the proper match between a leader style of interacting with his/her follower and the degree to which the situation allowed the leader to control and influence.
Developed the least-preferred co-worker (LPC) questionnaire that is an instrument that purports to measure whether a person is task- or relationship oriented.
3 situational criteria could be manipulated to create the proper match with the behavioural orientation of the leader:
Leader-member relations describe the extent to which follower have confidence, trust and respect in their leader.
Task structure describes the extent to which job assignment are formalized and are structured/unstructured.
Position power describe the amount of influence a leader had over power based activities such as hiring, firing and promotions.
Hersey and Blanchard’s Situational Theory
Paul Hersey and Ken Blanchard developed a contingency leadership model called situational leadership theory (SLT)
Situational leadership theory focuses on follower. It echoes the reality that it is the follower who accept or reject the leader.
The style of leadership depends on the level of readiness of the follower.
The readiness(R) levels are divided into a continuum of 4 level which are:
R1
• Unable or unwilling and insecure (low ability and low willingness of follower i.e those who are unable to unsecure)
R2
• Unable but willing and confident (low ability and low willingness of follower i.e those who are unable but confident.
R3
• Able but insecure (high ablity and low willingness of follower i.e those who are able but feels unsecure)
R4
• Able, willing and confident (high abililty and high willingness of the follower i.e those who are both able and confident.
House’s Path- Goal Theory
Developed by Robert House
Based on the premise that an employee’s perception of expectancies between his effort and performance is greatly effected by a leader’s behaviour.
Does not view leadership as a position of power.
Leader act as coaches and facilitator to their subordinates
Leader behaviour • Directive • Supportive• Participative• Achiavement-
oriented
Environmental contingency factors• Task structure• Formal authority
system • Work group
Subordinate contingency factors• Locus of control• Experience• Perceived ability
Outcomes • Performance• Satisfaction
Figure: Factor influencing leadership effectiveness
CONTEMPORARY APPROACH
Leader-member
Exchange Theory
Theory ZCharismatic Leadership
Theory
Leader-member Exchange Theory
Focuses on the relationship that develop between leaders and subordinates go through three stages:
RO
LE-T
AK
ING Occurs when team
members first join the group. Leader use to asses new members skill and abilities.
RO
LE-M
AK
ING Leader generally
expect that new team members will work hard, loyal and prove trustworthy as they get used to their new role.•In-Group: made up of the team members that the leader trust the most. Leader give group most attention, providing challenging and interesting work and offering oppurtunities for additional training and advancement.
•Out-Group:If team members betray the trust of leaders or prove they are unmotivated or incompetent. Do not received opportunities for growth or advancement.
RO
UTIN
IZATIO
N Routine between team
members and their leaders are established:•In-Group : team members work hard to maintain the good opinion of their leaders by showing trust, respect, empathy, patience and persistence.
•Out-group: members may start to dislike their leaders. Because its so hard to move Out-Group once the perception has been established.
Theory Z Name applied to the “Japanes Management” style popularized during the
Asian economic boom of the 1980s.
This theory promotes stable employment, high productivity and high employee morale and satisfaction.
Charismatic leadership Theory Have a clear vision of where they want to go and how to get there and they
are fantastic at articulating that vision to other.
This theory have risk-takers who do things that others are afraid to do which engenders admiration.
A charismatic leader influence follower via a 4 step process:
a) The leader articulate an appealing vision.
b) The leader communicates high performance expectation and expresses confidence that follower can attain them.
c) The leader convey through word and action, a new set of values, and sets example for follower to imitate.
d) The leader makes self-sacrifice and engages in unconventional behaviour to demonstrate courage and conviction about the vision.
TRANSFORMATIONAL LEADERSHIP
Transformational leadership are visionary, aspiring, daring, risk-takers and thoughtful thinkers.
Transformational leadership must exhibit the following 4 factors:
TRANSFORMATIONAL LEADERSHIP
Inspiration
motivation
Intellectual stimulation
Idealized influence
Individualized
consideration
TRANSACTIONAL LEADERSHIP
Transactional leadership are motivating and directing follower primarily through appealing to their own self-interest.
The power of transactional leaders comes from their formal authority and responsibility in the organization.
The follower main goal is to obey the instruction of the leader.
The leader believes in motivating through a system of rewards and punishment.
DIFFERENCE BETWEEN TRANSACTIONAL AND
TRANFORMATIONAL LEADERSHIPTransactional Leadership Transformational Leadership
Leadership is responsive Leadership is proactive
Works within the organizational culture.
Work to change the organizational culture by implementing new ideas
Transactional leaders make employees achieve organizational objective through reward and punishment
Transformational leaders motivate and empower employees to achieve company’s objectives by appealing to higher ideals and moral values.
Motivates follower by appealing to their own self-interest.
Motivates follower by encouraging them to transcend their own interests for those of the group or unit.
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POWER AND INFLUENCE
What is Power?
Is the capacity to influence other to bring about desired outcomes.
Individual is said to have power when there are other people willing to follow the instruction or direction given to them.
Bases of Power
Has 2 bases of power, Formal Power and Personel Power.
Formal power
• Coercive power• Reward power• Legitimate
power• Information
power
Personel power
• Expert power• Refrent power• Charismatic
power
Formal power Explanation
Coercive power Type of power which result of fear.
Reward power Reward given in term of monetary or non-financial benefits such as trust and friendly relationship
Legitimate power Is an agreement among organizational members that people in certain roles can request certain behaviour of others.
Information power Is the power driven by controlling the flow of information that others need.
Personel power Explanation
Expert power Is the capacity to influence others by possessing knowledge or skills that they value.
Referent power Comes from when others identify with them, like them or otherwise respect them.
Charismatic power Is derived by an individual because of the personality and interpersonal styles.
Strategic contingencies that influence power in organization.
Dependency• Lack of freedom to
exercise judgement.
Resources• Both financial as well
as non-financial
Centrality • The numbers of
people effected and how quickly others are effected by their actions.
Non-substitutability• Lack of alternatives
Uncertainties• Lack of system and
structures for decision making.
Organizational power
What is Influence?
Refers to any behaviour that attempt to alter someone attitude or behaviour.
Power tactic: Influencing Others
Power tactic is turning power into action
Employee will engage themselves in influencing process, they will use several influencing tactic.
Researcher conclude that many different type of influence tactic and each tactic is used depending on the objective, situation that they are currently in and the target of the influencing process.
Robin (2007) summarized that they are seven tactical dimension or strategies in influencing process:
Tactical dimension Description Example
Reason Use of fact and data to make a logical or rational presentation.
Ali sees his superior and inform them about his performance and achievement as a reason for him to get a promotion
Friendliness Create a relationship by using strategies such as acting humble, being friendly and creating good will.
Ahmad invites his boss for lunch at one of the expensive hotel when he know that the boss has a final say in promoting someone as a new general manager
Coalition Getting a support from someone in the organization to back up the request.
Siti ask few of her friends to recommend her to boss to get the promotion.
Bargaining Use negotiation tactics through the exchange of benefit or favour
When Lingam heard about the promotion, he went to see his boss and highlighted the favour that he had done to the company and ask the boss to promote him as a return favour.
assertiveness Use a direct and forceful approach Simi took an appointment with the boss and formally listed out all the achievement and demanded for the promotion which department had promised to her in the beginning of the year.
Higher authority Gaining a support from higher position to backup request
Roslan went to see his general manager and asked him to put a good word to the manager to support Roslan promotion.
Sanctions Use of organization derived rewards and punishment.
Sue told her superior that if she did not get the promotion, she will with hold any information.
THE END