PowerPoint Presentation by Charlie CookThe University of West Alabama

CHAPTER 10Managing Leadership and Influence Processes

Learning Objectives

1. Describe the nature of leadership and relate leadership to management.

2. Discuss and evaluate the two generic approaches to leadership.

3. Identify and describe the major situational approaches to leadership.

4. Identify and describe three related approaches to leadership.

5. Describe three emerging approaches to leadership.

6. Discuss political behavior in organizations and how it can be managed.

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The Nature of Leadership

The Meaning of Leadership Leadership as a Process: what leaders actually do.

Using noncoercive influence to shape the group’s or organization’s goals.

Motivating others’ behavior toward goals. Helping to define organizational culture. Leaders are people who can influence the behaviors of

others without having to rely on force. Leadership as a Property: who leaders are.

Characteristics attributed to individuals perceived as leaders.

Leaders are people who are accepted as leaders by others.

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Leadership Versus Management

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Leadership Activity ManagementEstablishing direction and vision for the organization

Creating an agenda Planning and budgeting, allocating resources

Aligning people through communications and actions that provide direction

Developing a human network for achieving the agenda

Organizing and staffing, structuring and monitoring implementation

Motivating and inspiring by satisfying needs

Executing plans Controlling and problem solving

Produces useful change and new approaches to challenges

Outcomes Produces predictability and order and attains results

Activity Management Leadership

Creating an agenda Planning and budgeting: Establishing detailed steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen

Establishing direction: Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision

Developing a human network for achieving the agenda

Organizing and staffing: Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation

Aligning people: Communicating the direction by words and deeds to everyone whose cooperation may be needed to influence the creation of teams and coalitions that understand the visions and strategies and accept their validity

Executing plans Controlling and problem solving: Monitoring results versus planning in some detail, identifying deviations, and then planning and organizing to solve these problems

Motivating and inspiring: Energizing people to overcome major political, bureaucratic, and resource barriers by satisfying very basic, but often unfulfilled, human needs

Outcomes Produces a degree of predictability and order and has the potential to produce consistently major results expected by various stakeholders (for example, for customers, always being on time; or, for stockholders, being on budget)

Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (for example, new products that customers want, or new approaches to labor relations that help make a firm more competitive)

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20.1 Distinctions Between Management and Leadership

The Nature of Leadership (cont’d)

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Legitimate power

Coercive power

Referent power Expert power

Reward power Types of Power

Leadership and Power

Power is the ability to affect the behavior of others. Legitimate power is granted through the

organizational hierarchy. Reward power is the power to give or withhold

rewards. Coercive power is the capability to force

compliance by means of psychological, emotional, or physical threat.

Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.

Expert power is derived from the possession of information or expertise.

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Power and Leadership

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Legitimate request

Coercion

Personal identification

Information distortion

Inspirational appeal

Rational persuasion

Instrumental compliance

Uses of Power by Leaders

Using Power

Legitimate Request A subordinate’s compliance with a manager’s

request because the organization has given the manager the right to make the request.

Instrumental Compliance A subordinate complies with a manager’s request to

get the rewards that the manager controls. Coercion

Threatening to fire, punish, or reprimand subordinates if they do not do something.

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Using Power (cont’d)

Rational Persuasion Convincing subordinates compliance is in their best

interest. Personal Identification

Using the superior’s referent power to shape a subordinate’s behavior.

Inspirational Appeal Influencing a subordinate’s behavior through an appeal

to a set of higher ideals or values (e.g., loyalty). Information Distortion

Withholding or distorting information (which may create an unethical situation) to influence subordinates’ behavior.

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Generic Approaches to Leadership Leadership Traits Approach

Assumed that a basic set of personal traits that differentiated leaders from nonleaders could be used to identify leaders and as a tool for predicting who would become leaders.

Was not unable to establish empirical relationships between traits and persons regarded as leaders.

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Investigation of Leadership Behaviors

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Job-centered behavior

Employee-centered behavior

Initiating-structure behavior

Consideration behavior

Leadership Behaviors Studies

Michigan Studies

Ohio State Studies

Leadership Behaviors Michigan Studies (Rensis Likert)

Identified two forms of leader behavior: Job-centered leader behavior Employee-centered leader behavior

These two forms of leader behaviors were considered to be at opposite ends of the same continuum and similar to (respectively) Likert’s System 1 and System 4 of organization design.

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Leadership Behaviors (cont’d) Ohio State Studies

Did not interpret leader behavior as being one-dimensional as did the Michigan State studies.

Initial research assumption: leaders who exhibit high levels of both behaviors would be most effective leaders.

Identified two basic leadership styles that can be exhibited independently and simultaneously: Initiating-structure behavior Consideration behavior

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Leadership Behaviors (cont’d) Ohio State Studies (cont’d)

Subsequent research indicated that: Employees of supervisors ranked high on

initiating structure were high performers, but had low levels of satisfaction and had higher absenteeism.

Employees of supervisors ranked high on consideration had low- performance ratings, but had high levels of satisfaction and had less absenteeism.

Other situational variables make consistent leader behavior predictions difficult.

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Situational Approaches to Leadership Situational Models of Leader Behavior

Assume that: Appropriate leader behavior depends on the

situation. Situational factors that determine appropriate

leader behavior can be identified. Situational Leadership Theories:

Leadership behavior continuum Least preferred coworker theory Path-goal theory Decision tree approach Leader-member exchange approach

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Situational Approaches to Leadership Leadership Continuum

(Tannenbaum and Schmidt) Continuum identifies a range of levels of

leadership from boss-centered to subordinate-centered leadership

Variables influencing the decision-making continuum: Leader’s characteristics Subordinates’ characteristics Situational characteristics

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20.2 Tannenbaum and Schmidt’s Leadership Continuum

Situational Approaches… (cont’d) Least Preferred Coworker (LPC) Theory (Fiedler)

Assumed that leadership style is fixed and situation must be changed to favor the leader.

Appropriate leadership style varies with situational favorableness (from the leader’s viewpoint). LPC scale asks leaders to describe the person with whom

they are least able to work well. High scale scores indicate a relationship orientation; low

scores indicate a task orientation on the part of the leader. Situational favorableness is determined by:

Quality of leader-member relations Degree to which the structure of the group’s task is defined Position power of the leader

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20.3 The Least-Preferred Coworker Theory of Leadership

Situational Approaches… (cont’d) Path-Goal Theory (Evans and House)

The primary functions of a leader are: To make valued or desired rewards available

in the workplace To clarify for the subordinate the kinds of behavior

that will lead to goal accomplishment or rewards Leader Behaviors:

Directive leader behavior Supportive leader behavior Participative leader behavior Achievement-oriented leader behavior

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The Path-Goal Theory Situational Factors:

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Work Situation Leadership Style Impact on Followers Expected ResultsFollower lacks self-confidence

Supportive Increases self-confidence to complete task

Increased effort. job satisfaction, and performance; fewer grievances

Lack of job challenge

Achievement-oriented

Encourages setting high but attainable goals

Improved performance and greater job satisfaction

Improper procedures and poor decisions

Participative Clarifies follower need for making suggestions and involvement

Improved performance and greater satisfaction; less turnover

Ambiguous job Directive Clarifies path to get rewards

Improved performance and job satisfaction

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20.4 The Path-Goal Framework

Situational Approaches… (cont’d) Vroom’s Decision Tree Approach

Attempts to prescribe a leadership style appropriate to a given situation.

Basic premises: Subordinate participation in decision making depends on

the characteristics of the situation. No one decision-making process is best for all situations. After evaluating problem attributes, a leader chooses a

path on the decision trees that determines the decision style and specifies the amount of employee participation. Decision significance Decision timeliness

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Situational Approaches… (cont’d) Vroom’s Decision Tree Approach

(cont’d)

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Decide (alone)

Consult (individually)

Consult (group)

Facilitate

Decision-Making Styles

Delegate

Situational Approaches (cont’d) The Leader-Member Exchange (LMX)

Approach Stresses the importance of variable

relationships between supervisors and each of their subordinates.

Vertical dyads Leaders form unique independent

relationships with each subordinate (dyads) in which the subordinate becomes a member of the leader’s out-group or in-group. 20–

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Leader

Subordinate1

Subordinate2

Subordinate3

Subordinate4

Subordinate5

Out-Group In-Group

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20.7 The Leader-Member Exchange (LMX) Model

Related Approaches to Leadership Substitutes for Leadership

A concept that identifies situations in which leader behavior is neutralized or replaced by characteristics of subordinates, the task, and the organization.

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SubordinatesAbility

ExperienceNeed for independenceProfessional orientation

Indifference towardsorganizational goals

TaskRoutineness

The availability of feedbackIntrinsic satisfaction

OrganizationFormalization

Group cohesionInflexibility

A rigid reward structure

Characteristics that Substitute for Leadership

Charismatic Leadership (House) Charisma

Is an interpersonal attraction that inspires support and acceptance

Is an individual characteristic of a leader. Charismatic persons are more successful

than non-charismatic persons. Charismatic leaders are:

Self-confident Have a firm conviction in their belief and ideals Possess a strong need to influence people

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Related Approaches… (cont’d) Charismatic Leadership (cont’d) Charismatic leaders in

organizations must be able to: envision the future, set high

expectations, and model behaviors consistent with expectations.

energize others through a demonstration of excitement, personal confidence, and patterns of success.

enable others by supporting them, by empathizing with them, and by expressing confidence in them.

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Related Approaches… (cont’d) Transformational Leadership

Goes beyond ordinary expectations by: transmitting a sense of mission stimulating learning inspiring new ways of thinking

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Keys to Successful Leadership

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Trusting in subordinates

Keeping cool

Being an expert

Simplifying things

Inviting dissent

Encouraging

risk

Developing a vision

Successful Leadership

Emerging Approaches to Leadership

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Strategic Leadership Cross-Cultural Leadership

Ethical Leadership

New Approachesto Leadership

Political Behavior in Organizations Political Behavior

The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.

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Inducement

Creation of an obligation

Coercion Impression management

PersuasionCommon Political

Behaviors

Managing Political Behavior Be aware that even if actions are not politically motivated, others

may assume that they are. Provide subordinates with autonomy, responsibility, challenge,

and feedback to reduce the likelihood of political behavior on their part.

Avoid using power to avoid charges of political motivation. Get disagreements and conflicts out in the open so that

subordinates have less opportunity to engage in political behavior. Avoid covert behaviors that give the impression of political intent

even if none exists. Clearly communicate the bases and processes for performance

evaluation. Tie rewards directly to performance Minimize competition among managers for resources.

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KEY TERMS leadership leaders power legitimate power reward power coercive power referent power expert power job-centered leader behavior employee-centered leader behavior initiating-structure behavior consideration behavior concern for production

concern for people least-preferred coworker (LPC)

measure path-goal theory Vroom’s decision tree approach Leader-member exchange

(LMX) model Substitutes for leadership charismatic leadership charisma transformational leadership strategic leadership political behavior impression management

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