8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
1/56
Communication
Power & Politics
Conflicts & Negotiation
Leadership
Shivkumar Menon
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
2/56
Communication
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
3/56
Learning Objectives
1. Functions of Communication
2. Distinguish between Formal & Informal Communication
3. Contrast types of communication4. Advantages & challenges of electronic communication
5. How channel richness underlies the choice of
communication channel6. Common barriers to effective communication
7. How to overcome potential problems in cross cultural
communication
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
4/56
Functions of Communication
Communication serves 4 major functions within a group or organization: Control ,
Mot ivat ion, Emot ional Express ion & Information
To perform effectively, groups need to maintain some form of control over
members, stimulate members to perform, allow emotional expression and make
decision choices
Formal Informal
Established by the organization to
transmit messages related to the
professional activities of themembers
Follows the authority chain within the
organization
This is more spontaneous and emerge
as a response to individual choices.
Does not follow any specific authority
chain and creates its own authority
matrix based on need and composition
of the group
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
5/56
Types of Communication
Communication can flow vertically or laterally and this is further subdivided into downward and
upward.
Downward Communication: Communication that flows from one level of a group ororganization to a lower level is downward communication. Group leaders & managers use it to
assign goals, provide job instructions, explain policies & procedures, point out problems that
need attention & offer feedback about performance.
While engaging in downward communication, managers must explain why a decision was made
to get more commitment and faster results from team members.
Upward Communication: Flows to a higher level in the group or organization. Used to provide
feedback to higher ups, inform them of progress towards goals and relay current problems.
Upward Communication keeps managers aware of how employees feel about their jobs, co-
workers and the organization in general.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
6/56
Types of Communication
Lateral Communication: When communication takes place among members of the same
work group, members of work groups at the same levels, managers at the same level, or any
other horizontally equivalent workers, we describe it as lateral communication.
Lateral communication saves time and facilitates coordination. Some lateral relationships are
formally sanctioned. More often, they are informally created to short circuit the vertical hierarchyand expedite action.
Strictly adhering to the formal vertical structure for all communications can be inefficient, lateral
communication occurring with the managementsknowledge and support can be beneficial.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
7/56
Interpersonal Communication
Oral Communication: chief means of communicating. Speeches, formal one to one and group
discussion and the informal rumor mill or grapevine are popular forms of oral communication
Advantages are speed and feedback. Disadvantage is heavy distortion of messages when it has
to pass through multiple people
Written Communication: memos, mails, fax, instant messaging, periodicals, notices etc
Advantages are record of communication, storage or archives and being forced to rely on
memory. Disadvantage is time consuming, taking decisions or conducting group discussions
does not give effective outcomes
Non Verbal Communication: Body language, facial expressions
Advantage is studying the non verbal communication to understand the level of emphasis given
by people when they converse and discuss important points in a meeting.
Disadvantage is facial expressions and body language can be misread and misinterpreted.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
8/56
Persuasive CommunicationDifferentiate between
automatic and controlled processing
We often rely on automatic processing, a relatively superficial consideration of
evidence and information making use of heuristics. Automatic processing takes little
time and low effort, so it makes sense to use it for processing persuasive messages
related to topics you dont care much about.
Disadvantage is that it lets us be easily fooled by a variety of tricks like a cute jingle
or a glamorous photo
For all topics which are of importance to us or where we feel is significant for us to
put more efforts a detailed consideration of evidence and information relying on facts,
figures and logic is applied and hence called as controlled processing
Some key factors which are used to decide between automatic and controlled
processing in communication are Interest Levels, Prior Know ledge, Personality,
Message Character is t ics
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
9/56
Barriers to Effective Communication
Number of barriers can retard or distort effective communication.
Filtering: refers to a senderspurposely manipulating information so the receiver will see it more
favorably. A manager who tells his boss what he feels the boss wants to hear is filtering
information
Selective Perception: Receivers in the communication process selectively see and hear based
on their needs, motivations, experience, background and other personal characteristics.
Receivers also project their interests and expectations into communications as they decode
them.
Information Overload: Individuals have a finite capacity for processing data. When the
information we have to work exceeds our processing capacity, the result is information overload.
Emotion: interpreting the same message differently when you are in a positive mood vis--vis a
negative one.
Language: words mean different things to different people. Age & context are the two big factorsthat influence such differences
Silence: silence and withholding communication are both common and problematic
Communication Apprehension: 20% of the population face debilitating communication
apprehension or social anxiety
Lying: Outright misrepresentation
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
10/56
Power Politics
Power is not revealed by striking hard or often, but by striking true
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
11/56
Learning Objectives
Define Power & contrast leadership & PowerContrast the five bases of Power
Explain the role of dependence in power relationships
9 Power /Influence tactics & their contingencies
Connection between sexual harassment & abuse of power
Causes & Consequences of Political behavior
Impression Management Techniques
Is Political Action ethical?
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
12/56
Define Power
Power refers to a capacity that A has to influence the behavior of B so B acts inaccordance with As wishes.
The most important aspect of power is that it is a function of dependence. The greaterBsdependence on A, the greaterAspower in the relationship.
Dependence in turn is based on alternatives, B perceives and the importance B places onthe alternatives A controls.
Powerful managers were more likely to respond to poor performers by either directly
confronting them or frankly encouraging them to get training toimprove.
Less powerful managers enacted strategies not to confront the poor performer likecompensating for poor performance or avoiding the individualaltogether. They are less likely to engage in a potential conflict with
the subordinate
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
13/56
Contrast Leadership and Power
Leaders use power as a means of attaining group goals
Power Leadership
Does not require goal compatibility,only requires dependence
Requires congruence between thegoals of the leader and the followers
Power does not minimize theimportance of lateral and upwardinfluence patterns
Leadership focuses on the downwardinfluence on followers. It minimizes
the importance of lateral and upwardinfluence patterns
Power focuses on tactics for gainingcompliance
Leadership focuses on Style ofleadership
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
14/56
5 Bases of Power
Where does power come from? Where does the ability of an individual or a group to
exert influence over others arise from? Two general groups whichare further broken down to an overall set of 5 power bases
Formal Power
Coercive Power Depends on the fear of the negative results from failing tocomply. AT the organizational level, A has coercive power over B if A can dismiss,suspend, or demote B, assuming B values his or her job.
If A can assign B work activities B finds unpleasant, or treat B in a manner Bfinds embarrassing, A possesses coercive power over B.
Reward Power Opposite of coercive power is reward power. People comply because itproduces positive benefits; someone who can distribute rewardsothers view as valuable will have power over them.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
15/56
5 Bases of Power
Formal PowerLegitimate Power Legitimate power represents the formal authority tocontrol and use organizational resources based on structural position in theorganization.
Personal PowerExpert Power influence wielded as a result of expertise, special skill orKnowledge. As jobs become more specialized, we become increasinglydependent on experts to achieve goals.
Referent Power based on identification with a person who has desirableresources or personal traits. Referent power develops out of admiration ofanother and a desire to be like that person. People who are not in formalleadership positions nonetheless have referent power and exert influence over othersbecause of their charismatic dynamism, likability & emotional effects
on us
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
16/56
Role of Dependence in Power Relationships
Dependence increases when the resource you control is important, scarce and cannotbe substituted
Importance - If nobody wants what you have, its not going to createdependence. For example,Tata Steel which is heavily technologically oriented, depends heavily on its engineers to
maintain its products technical advantages and quality and so they are a powerfulgroup
Scarcity- Scarcity-Dependence relationship in the power of occupational categories ismore visible. Where the supply of labor is low relative to demand, workers cannegotiate compensation and benefits packages far more attractive than can those in
occupations with an abundance of candidates.
Non Substitutable- the fewer viable substitutes for a resource, the powercontrol over that resource provides.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
17/56
9 Power TacticsPower tactics people use to translate power bases into specific actions. 9 distinct
influence tactics.
Legitimacy Rational
Persuasion
Inspirational
Appeals
Consultation Exchange
PersonalAppeals
Ingratiation Pressure Coalitions
Rational Persuasion, inspirational appeals and consultation are the most effective. Pressuretends to backfire and is the least effective. Multiple tactics can also be
adopted for successful outcomes
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
18/56
Sexual harassment and abuse of power
Sexual harassment negatively affects job attitudes and leads those who feel
harassed to withdraw from the organization. In many cases, reporting doesnt improvethe situation because the organization responds in a negative manner or has ambiguouspolicies on sexual harassment.
Sexual harassment is defined as any unwanted activity of a sexual nature thataffects an individualsemployment and creates a hostile work environment.
Organizations have generally made progress towards limiting overt forms of sexualharassment. This includes physical touching, recurring requests for dates,when it is made clear the person isntinterested, and coercive threats that a person willlose his or her job for refusing a sexual proposition
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
19/56
Organizational Politics Causes & Consequences
Political behavior in organizations consists of activities that are not required as part of anindividualsformal role, but that influence, or attempt to influence,the distribution of advantages and disadvantages within the organization
Not all groups or organizations are equally political. In some organizations,politicking is overt and rampant, while in others, politics plays a small role in
influencing outcomes. Some are individual characteristics derived from theunique qualities of the people the organization employs, some are a result ofthe organizationsexisting internal culture
Individual Factors Organizational factors
High self-monitorsInternal Locus of controlHigh Mach personalityOrganizational investmentPerceived job AlternativesExpectations of success
Reallocation of resourcesPromotion OpportunitiesLow trustRole AmbiguityUnclear PMSZero Sum Reward PracticesDemocratic Decision making
High Performance PressuresSelf Serving Senior Managers
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
20/56
Impression Management Techniques
People have an ongoing interest in how others perceive and evaluate them.Being perceived positively by others should have benefits for people inorganizations.
The process by which individuals attempt to control theimpression others form of them is called Impression Management (IM)
Conformity: Agreeing with someone elsesopinion in order to gain his or her approval.Example: A manager tells his boss, Youare absolutely right on your reorganizations planfor the western regional office. I couldntagree with you more.
Excuses: Explanations of a predicament creating event aimed at minimizing the apparent
severity to the predicament.Examples: Sales manager to boss. Wefailed to get the ad in the paper on time, but noone responds to those ads anyway.
Apologies: Admitting responsibility for an undesirable event and simultaneously seekingto get a pardon for the section
Example: Employee to boss, Imsorry I made a mistake on the report Please forgive me.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
21/56
Impression Management TechniquesSelf-Promotion: Highlighting onesbest qualities downplaying onesdeficits and callingattention to onesachievements.Example: A salesperson tells his boss: Mattworked unsuccessfully for three years to try
to get that account I sewed it up in six weeks. Imthe best closer this company has.Flattery: Complementing others about their virtues in an effort to make one self appearperceptive and likeable.Example: New sales trainee to peer. Youhandled that clientscomplaint so tactfully! I
could never have handled that as well as you did.Favors: Doing nice for someone to gain that personsapproval.Example: Sales person to prospective client, Ivegot two tickets to the theater tonight
that I cantuse. Take them. Consider it a thank you for taking the time to talk with meAssociation: Enhancing or protecting onesimage by managing information aboutpeople and things with which one is associated.Example: A job applicant says to an interviewer, Whata coincidence. Your boss and Iwere roommates in college.
In terms of performance ratings, the picture is quite different. Ingratiation is positivelyrelated to performance ratios, meaning that those who ingratiate with their supervisorsget higher performance evaluations. However, self promotion appears to backfire
those who self promote actually seem to receive lower performance evaluations.
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
22/56
Conflicts & Negotiation
10/26/2014 22PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
23/56
Learning Objectives
Define Conflict
Differentiate between types of conflict
The Conflict Process
Define Negotiation
Distributive Vs Integrative Bargaining
5 steps of Negotiation process
Individual Differences influence negotiations
Roles and functions of third party negotiation
10/26/2014 23PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
24/56
Conflict is a perception, a process that begins when one party perceiveanother party has or is about to negatively affect something the first part
cares about.
Define Conflict
10/26/2014 24PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
25/56
Differentiate between different types of conflicts
Conflict must be avoided- that it indicates a malfunctioning within thegroup. We call this the t radit ional view
Conflict can be a positive force in a group but that some conflict isabsolutely necessary for a group to perform effectively. This is the
in teract ion ist view
Instead of encouraging goodor discouraging badconflict, its more
important to resolve naturally occurring conflicts productively. This
perspective is the managed conf l ic t v iew
10/26/2014 25PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
26/56
Traditional view of conflict
Conflict was a dysfunctional outcome resulting from poor communication, a lack of
openness and trust between people and the failure of managers to be responsive to
the needs and aspirations of the employee.
This was the traditional view of conflict which was derived from the perceptions of
group behavior and attitudes of individuals in the early 1930sand 1940s. Eventually,
this school of thought evolved and lead to multiple views on conflict which had
positive as well as negative connotations.
10/26/2014 26PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
27/56
Interactionist view of Conflict
Interactionist view of conflict encourages conflict on the grounds that a harmonious,
peaceful and cooperative group becomes static, resists change and innovation.
Interactionist view does not support all types of conflicts.
Funct ional conf l ic t supports the goals of the group and improves performance and
hence constructive. Dysfunct ional conf l ic thinders growth and performance
Differentiation between these two conflicts happens by understanding whether its
connected to task, proc ess or relat ionship s
Conflict
Task
(related tocontents &
goals)
Process
(how workgets done)
Relationship(interpersonalrelationships)
Relationship conflicts are always
dysfunctional, whereas low levels oftask and process conflicts can be
functional and bring positive
outcomes and better performance
eventually
10/26/2014 27PGC Business Management -XLRI
f C f
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
28/56
Managed or Resolution based view of Conflict
Research studies indicate there are very specific kinds of conflicts which are
beneficial. Most conflicts are eventually dysfunctional and lower performance and
productivity in the organization
Hence companies have started focusing more on managing the whole context in
which conflicts occur, both before and after the behavior stage of conflict by preparing
employees for conflicts, developing resolution strategies & facilitating open
discussions
to summarize all 3 views
Traditional view was shortsighted in assuming all conflicts should be
eliminated
Interactionist view that conflict can stimulate active discussion without spilling
over into negative, disruptive emotions is incomplete
Managed conflict perspective does recognize that conflict is probably
inevitable in most organizations and focuses more on productive conflictresolution
10/26/2014 28PGC Business Management -XLRI
Th C fli t P
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
29/56
The Conflict Process
Different Stages of Conflict Process
PotentialOpposition orIncompatibility
Cognition &Personalization
Intentions
Behavior
Outcomes
Stage I10/26/2014 29PGC Business Management -XLRI
The Conflict Process
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
30/56
The Conflict Process
Potential Opposition or
IncompatibilityCognition &
PersonalizationIntentions Behavior Outcomes
Communication
Structure
Personal Variables
Perceived
Conflict
Felt Conflict
Conflict handling
intentions
Competing
Collaborating
Compromising
Avoiding
Accommodating
Overt Conflict
Partys
behavior
Others
reaction
IncreasedGroup
Performance
Decreased
Group
Performance
Stage I Stage II Stage III Stage IV Stage V
10/26/2014 30PGC Business Management -XLRI
Different Stages of the conflict Process
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
31/56
Different Stages of the conflict Process
Potential Opposition or Incompatibility (Stage I)
The first step in the conflict process is the appearance of conditions that create opportunities for
conflict to arise. These conditions need not lead directly to conflict but one of them is necessary for a
conflict to surfaceCommunication
Communication can be a source of conflict. Differing word connotations, jargon, written
communication, insufficient exchange of information are all barriers to communication and pose
potential risk to push to a conflict
Structure
Structural conflicts arise out of some key variables like size of group, degree of specialization in tasks
assigned to group members, jurisdictional clarity, member-goal compatibility, leadership styles, reward
systems & the degree of dependence between groups. Diversity or even conflict of goals among
groups is a major source of conflict.
Viz. Sales and c redit at an organizat ional level both are eventual ly con cerned with g row th of
business, but thei r conf l ic t ing ro les creates an envi ronment for high conf l ic ts on a day to day
basis
Personal Variables
Have you ever met someone whom we have instantly disliked, disagreed with most of the opinions
he/she expressed. Personality, emotions, values plays a huge role in conflict management.
10/26/2014 31PGC Business Management -XLRI
Different Stages of the conflict Process
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
32/56
Cognition & Personalization (Stage II)
Different Stages of the conflict Process
If one of the conditions from stage 1 exists, then the potential for opposition or conflict becomes
actualized at the second stage.
Perceived Conflict A may be aware that B and A are in serious disagreement, but it may not make
A tense or anxious and it may have no effect whatsoever on As affection towards B.Hence perceived
conflict does not mean its personalized
Felt Conflict individuals become emotionally involved at this level leading to anxiety, tension,
frustration or hostility. Emotions play a very important role in shaping perceptions.
Intentions (Stage III)
Intentions intervene between peoples perceptions and emotions and their overt behavior. Some
primary conflict handling intentions are shared below
one person seeks to satisfy his or her own interests regardless of its impact on the other personCompeting
Collaborating When parties in conflict each desire to fully satisfy the concerns of all parties (mutually beneficial
solution)
Avoiding Person may recognize a conflict and want to withdraw from or suppress it.
Accommodating One person seeks to appease the other by sacrificing his own interests to maintain the relationship
Compromising Incomplete satisfaction to both parties. Willingness shown by both parties to ration the object of conflict10/26/2014 32PGC Business Management -XLRI
Different Stages of the conflict Process
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
33/56
Different Stages of the conflict Process
Behavior (Stage IV)
Its a dynamic process of interaction. Conflicts become visible from this stage. The behavior stage
includes, statements, actions & reactions made by conflicting parties or groups usually as overt
attempts to implement their own intentions
All conflicts reside on a continuum at different levels. The lower levels are characterized by subtle,
indirect & highly controlled forms of tension. Intensities escalate as they move upwards until they
become highly destructive like strikes, riots & wars.
Functional conflicts fall in the lower end of the continuum and dysfunctional conflicts in the middle and
higher end of the continuum
Outcomes (Stage V)
Action reaction interplay between conflicting forces result in consequences which can be functional
outcomes (if constructive and positive outcomes arise out of it) or dysfunctional (highly destructive or
impacting the organization)
Conflict Resolution techniques are Problem Solving, Superordinate Goals, Expansion of Resources,
Avoidance, Smoothing, Compromise, Authoritative Command, Altering the human variable, altering the
structural variables
10/26/2014 33PGC Business Management -XLRI
D fi N ti ti
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
34/56
Define Negotiation
A process that occurs when two or more parties decide how to allocate scarce
resources
Outcomes of negotiations:
In one shot economic terms
like price of a car
Relationships between Negotiators can be very
important in organizations when the periodicity of their
interactions Is frequent. Good social relationships and
ethics are very important as an immediate outcome ofbargaining
10/26/2014 34PGC Business Management -XLRI
B i i St t i
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
35/56
Bargaining Strategies
Two bargaining strategies describe the negotiation process.
Distributive Bargaining
Operates under zero sum conditions any gain I make is at your expense and vice
versaEssence is negotiating over who gets what share of a fixed pie. When the pie is fixed,
or the parties believe it is, they tend to bargain distributively
In distributive bargaining, both parties have a target point that defines what he or she
would like to achieve
Individuals in power generally make the first move and make a aggressive offer which
can act like an anchoring bias. Once an anchoring point is set, its difficult to deviate
very diverse to the initial offer or the negotiations end up failing
Integrative Bargaining
Operates under the assumption that one or more settlements can create a win-win
situation
Both parties must be engaged to work (takes two to tango)
More preferred as compared to distributive bargaining, because it builds long termrelationships
10/26/2014 35PGC Business Management -XLRI
N ti ti P
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
36/56
Negotiation Process
Preparation &
Planning
Definition of
Ground Rules
Clarification &
Justification
Bargaining &
Problem Solving
Closure &Implementation
10/26/2014 36PGC Business Management -XLRI
Individual Differences in Negotiation Process
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
37/56
Individual Differences in Negotiation Process
Are some people better negotiators than others. 4 factors influence how effectively
individuals negotiate
Personality
Moods/Emotions
Culture
Gender
Culture also plays a key role in negotiation. Research suggests that Japanesenegotiators tended to communicate indirectly and adapt their behaviors to the situation.
Indian negotiators have less trust in their negotiation counterparts than did US
respondents. Even then some negotiation tactics yield superior outcomes across
cultures
Genderalso plays a key role in negotiation. Women and men place unequal values onoutcomes. A popular stereotype is that woman are more cooperative and pleasant than
men and hence influence less outcomes.
Evidence suggests womens own attitudes and behaviors hurt them in negotiations.
Managerial women demonstrate less confidence than men in anticipation of negotiating
& are less satisfied with their performance afterward, even when their performance and
the outcomes are similar to those for men10/26/2014 37PGC Business Management -XLRI
Third Party Negotiations
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
38/56
Third Party Negotiations
Bargaining reaches a stalemate at times and in such scenarios, third party negotiators
are appointed to help in find a mutually acceptable solution
Third Party Roles
Mediator A neutral third party who facilitates a negotiated solution by using
reasoning, persuasion, alternatives. Viz. labor management negotiations
Arbitrato
r
A third party with the authority to dictate on an agreement. Can be
voluntary or compulsory. Advantage of arbitration over mediation is the
success ratio. It always results to some form of settlement as compared
to mediation.
Trusted third party who provides an informal communication link between
the negotiator and the opponent.Conciliato
r
10/26/2014 38PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
39/56
8
7
6
5
4
3
2
1
LEADERSHIP
10/26/2014 39PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
40/56
Learning Objectives
1. Define Leadership ; contrast leadership and management
2. Summarize conclusions of trait theories of leadership
3. Central Tenets and Key limitations of behavioral theories
4. Compare & contrast Charismatic Vs Transformational Leadership
5. Define Authentic leadership and show why effective leaders exemplify ethicsand trust
6. Role of mentoring in our understanding of leadership
7. Challenges to the effectiveness of leadership
10/26/2014 40PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
41/56
Define Leadership
Leadership is the ability to influence a group towards the achievement of a vision or aset of goals.
Leaders can emerge from within a group or by formal appointments.
Organizations need strong leadership and strong management for optimal
effectiveness.
Leaders are required to bring about change in status quo, create visions & inspiremembers to want to achieve the visions
Managers are required to formulate detailed plans, create efficient organizationalstructures and oversee day to day operations
10/26/2014 41PGC Business Management -XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
42/56
Summarize conclusions of trait theories of leadership
Trait theories of leadership focus on personal qualities and characteristics that differentiateleaders from non leaders.
Most of the dozens of traits in various leadership reviews fit under one of the Big Fivegiving strong support to traits as predictors of leadership.
Extraversionseems to be the best possible trait for leaders. Leaders who like being aroundpeople and are able to assert themselves, who are disciplined and able to keep commitments
they make
Research has proven that traits can predict leadership.
Traits do a better job predicting the emergence of leaders and the appearance of leadershipthan actually distinguishing between effective and ineffective leaders.
10/26/2014 42PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
43/56
Behavioral Theories
Trait research provides a basis for selecting the right people for leadership. In contrast,behavioral theories of leadership implied we could train people to be leaders.
Two important dimensions substantially accounted for most of the leadership behaviordescribed by employees: initiating structure & consideration
Initiating Structure is the extent to which a leader is likely to define and structure his orher role and those of employees in the search for goal attainment. It includes behavior
that attempts to organize work, work relationships and goals.
Consideration is the extent to which a persons job relationships are characterized bymutual trust, respect for employees ideas, and regard for their feelings. A leader high inconsideration helps employees with personal problems, is friendly and approachable, treatsall employees as equals and expresses appreciation and support
Employee Oriented leader emphasized interpersonal relationships by taking a personalinterest in the needs of employees and accepting individual differences among them & theProduction oriented leader, emphasized the technical or task aspects of the job focusingon accomplishing the groupstasks.
10/26/2014 43PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
44/56
Leaders who have certain traits and who display considerationand structuring behaviors do appear to be more effective.Some leaders may have the right traits or display the right
behaviors and still fail..
10/26/2014 44PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
45/56
Contingency Theories
Researchers looked at situational influences, it appeared that under condition A, leadershipstyle X would be appropriate, whereas style Y was more suitable for condition B and style Zfor condition C. But what were conditions a,b,c?
The Fiedler Model
The Fiedler contingency model proposes that effective group performance depends on theproper match between the leaders style and the degree to which the situation gives theleader control
Key Features
Leadership success relies on the individuals basic leadership style. He created the leastpreferred co-worker (LPC) questionnaire to identify that style by measuring whether aperson is task or relationship oriented.
The LPC questionnaire asks respondents to think of all the co-workers they have ever hadand describe the one they least enjoyed working with by rating that person on a scale of 1
to 8 for each of 16 sets of contrasting adjectives. If you describe the person you are leastable to work with in favorable terms (a high LPC Score), Fiedler would label yourelationship oriented
10/26/2014 45PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
46/56
Contingency Theories Fiedler Model
Fiedler assumes an individual leadership style is fixed. This means if a situation requires atask-oriented leader and the person in the leadership position is relationship-oriented,either the situation has to modified or the leader has to be replaced to achieve optimaleffectiveness
Situation Definition
After assessing an individualsbasic leadership style, through the LPC Questionnaire, wematch the leader with the situation with the 3 contingency or situational dimensionsidentified by Fiedler
Leader-Member Relations: is the degree of confidence, trust and respect members have in
their leaderTask Structure: is the degree to which the job assignments are process based(structure/unstructured)Position Power: is the degree of influence a leader has over power variables such as hiring,firing, discipline, promotions and salary hikes.
10/26/2014 46PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
47/56
Combining the 3 contingency dimensions yields eight possible situations in which leaderscan find themselves. The Fiedler model proposes matching an individualsLPC scores and
the 8 situations to achieve maximum leadership effectiveness.These 8 situations were further condensed to 3. Task oriented leaders do well in high &
low control situations and relationship oriented leaders do well in moderate situations
Contingency Theories Fred Fiedler Model
Evaluation and Application of Theory
First you can change the leader to fit the situation or change the situation to fit the
leader
10/26/2014 47PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
48/56
Contingency Theories Situational Leadership Theory developed
by Dr. Paul Hersey and Ken Blanchard
Situational Leadership Theory
SLT Focuses on the followers. It says successful leadership depends on selecting the rightleadership style contingent on the followers readiness, or the extent to which they arewilling and able to accomplish a specific task.
If followers are unable and unwilling to do a task, the leader needs to give clear andspecific directions
IF they are unable and willing, the leader needs to display high task orientation tocompensate for followerslack of ability and high relationship orientation to get them tobuyintothe leadersdesires.
If followers are able and unwilling, the leader needs to use a supportive and participativestyle
If they are both able and willing, the leader doesntneed to do much
Research indicates that though SLT has intuitive appeal the results and outcomes of thetheory have not been successful.
Scope of SLT
10/26/2014 48PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
49/56
Contingency Theories Path Goal Theory developed by
Robert House
Path Goal Theory says its the leaders job to provide followers with the information,support or other resources necessary to achieve their goals. The term path-goal implieseffective leaders clarify followerspath to their work goals and make the journey easier byreducing roadblocks.
Whether a leader should be directive or supportive, depends on the complex analysis of thesituation.
Directive Leadership yields greater satisfaction when tasks are ambiguous or stressful thanwhen they are highly structured and well laid out.
Supportive leadership results in high performance and satisfaction when employees are
performing structured tasks
Testing Path Goal theory has not been easy and has produced mixed results.
Scope of Path Goal Theory
10/26/2014 49PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
50/56
Contingency Theories Leader- Participation Model developed by
Victor Vroom and Phillip Yetton
Leader Participation model relates leadership behavior and participation in decision making.The theory argues thatthe way
leader makes decisions is as important aswhat
she or hedecides
Leader behavior must adjust to reflect the task structure. The model provides a decision treeof seven contingencies and five leadership styles for determining the form and amount ofparticipation in decision making.
Scope of Leader-Participation Model
The models complexity makes it very difficult to bring effective outcomes.
10/26/2014 50PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
51/56
Contingency Theories Leader- Member Exchange (LMX) Theory
or Vertical Dyad Linkage Theory
Leader Member exchange theory argues that, because of time pressures, leaders establish a
special relationship with a small group of their followers. The individuals make up the ingroup-they are trusted, get a disproportionate amount of the leaders attention and aremore likely to receive special privileges. Other followers fall into the outgroup.
Scope of the Theory
It focuses on the relationship that develops between managers and members of theirteams. The theory states that all relationships between managers and subordinates gothrough three stages.
Role-Taking occurs when team members first join the group. Managers use this time toassess the new membersskills and abilities.
Role-Making- New team members then begin to work on projects and tasks as part ofthe team. In this stage, managers generally expect that new team members will work hard,be loyal and prove trustworthy as they get used to their new role. In this period, managerssubconsciously sort members into ingroupsand outgroups
10/26/2014 51PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
52/56
Routinization - During this last phase, routines between team members and their
managers are established.In-Group team members work hard to maintain the good opinion of their managers,by showing trust, respect, empathy, patience, and persistence.
Out-Group members may start to dislike or distrust their managers. Because it's so hardto move out of the Out-Group once the perception has been established, Out-Group
members may have to change departments or organizations in order to "start over."
Contingency Theories Leader- Member Exchange (LMX) Theory
or Vertical Dyad Linkage Theory
A problem with the Leader-Member Exchange Theory is that it assumes that all teammembers are equally worthy of trust, prestigious projects and advancement. Although
we may like to think that everyone is honest, hard-working and worthy of our esteem,the reality can be different!
Managers need to get the best possible results. This means putting the right people in theright places, and it means developing and reinforcing success. Of necessity, this means
that talented people will get more interesting opportunities and may get more attention
than less-talented ones.
Summarize on the Theory
10/26/2014 52PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
53/56
Charismatic Transformational Leadership
is when a person assumes or is given the role of leader based on his or her charisma. The
employees, followers, or subordinates follow the directions and instructions of this leaderbased almost solely on that charisma.The charismatic leader is connected to the people, is popular, and those who work for orfollow that leader will hang on their every word. A charismatic leader is almost akin to areligious figure. It is the leader's personality that ultimately gets things done and the peoplewho follow that leader will ensure goals are achieved out of respect for the leader.
Charismatic Leadership
Transformational Leadership
is when the person in the leadership position connects to the people as well, but they appealto each person's abilities and ideas. The transformational leader challenges each person tobe all that they can be and more; encouraging productivity and innovation. This type ofleader will expect the same from each team member or follower as he or she expects from
themselves.A transformational leader is always energetic, expecting new ideas and encouragingquestions from the followers, even if the questions are about the leader & the leader's
course of action.10/26/2014 53PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
54/56
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
55/56
Authentic Leadership Servant Leadership
Authentic leaders know who they are , know what they believe in and value, act on thosevalues and beliefs openly and candidly. Their followers consider them ethical people. Theprimary quality produced by authentic leadership is trust. People have faith in them.
Ethics and Leadership intersect at a number of junctures. Ethical leaders use charisma in asocially constructive way to serve others.
Servant Leaders go beyond their own self interest and focus on opportunities to helpfollowers grow and develop. They dont use power to achieve ends; they emphasize
persuasion.Characteristic behavior include listening, empathizing, persuading, accepting stewardship,and actively developing followerspotential. Its more prevalent in certain cultures.
10/26/2014 55PGC Business Management -
XLRI
8/10/2019 OB-I Communication- Power & Politics- Conflicts - Leadership.ppt
56/56
Thank You
10/26/2014 56PGC Business Management