LEADERSHIP, INFLUENCE, AND COMMUNICATION IN BUSINESS

LEADERSHIP  THE ABILITY TO INFLUENCE A GROUP TOWARD THE ACHEIVEMENT OF GOALS  THE USE OF ONE’S PERSONALITY, BELIEFS, VALUES, SOCIAL SKILLS, KNOWLEDGE, AND POWER TO INFLUENCE OTHER PEOPLES’ THOUGHTS, FEELINGS, AND BEHAVIOR.

EFFECTIVE LEADER  A PERSON WHO CAN PERSUADE HIS OR HER SUBORDINATES TO WORK HARD AND PERFORM AT HIGH LEVELS.  TO PERSUADE SUBORDINATE EFFECTIVELY, LEADER NEEDS POWER

POWER  THE ABILITY OF ONE PERSON TO MAKE OTHER PEOPLE OR GROUPS DO SOMETHING THAT THEY WOULD NOT HAVE OTHERWISE DONE.  SOURCES OF LEADER’S POWER: LEGITIMATE POWER LEGITIMATE POWER REWARD POWER REWARD POWER REFERENT POWER REFERENT POWER COERCIVE POWER COERCIVE POWER EXPERT POWER EXPERT POWER

SOURCES OF LEADER’S POWER Leader Power is a function of Legitimate EXpert Reward CoerciveReferent

LEGITIMATE POWER  THE RIGHTFUL AUTHORITY TO DIRECT AND CONTROL EMPLOYEES’ ACTIVITIES  LEGITIMATE POWER COME FROM ORGANIZATION  LEGITIMATE POWER GENERATE TWO OTHER POWERS REWARD POWER REWARD POWER COERCIVE POWER COERCIVE POWER

REWARD POWER  A LEADER’S ABILITY TO RECOGNIZE AND ACKNOWLEDGE EMPLOYEES WHO PERFORM THEIR JOBS IN A WAY THAT MEETS OR EXCEEDS THE REQUIREMENTS OF THEIR JOB AND COMPANY.  THE ALTERNATIVE DECISIONS THE LEADER TAKES: GIVE REWARD TO EMPLOYEES WHOSE PERFORMANCE EXCEED THEIR JOB’S REQUIREMENT (REWARD POWER) GIVE REWARD TO EMPLOYEES WHOSE PERFORMANCE EXCEED THEIR JOB’S REQUIREMENT (REWARD POWER) GIVE PENALTIES WHEN EMPLOYEES’ PERFORMANCE CAN’T MEET THE JOB’S REQUIREMENT. THESE PENALTIES COERCE THE LOW PERFORMANCE EMPLOYEESTO INCREASE THEIR EFFORTS FOR ACHIEVING THE PERFORMANCE TARGET (COERCIVE POWER). GIVE PENALTIES WHEN EMPLOYEES’ PERFORMANCE CAN’T MEET THE JOB’S REQUIREMENT. THESE PENALTIES COERCE THE LOW PERFORMANCE EMPLOYEESTO INCREASE THEIR EFFORTS FOR ACHIEVING THE PERFORMANCE TARGET (COERCIVE POWER).  INCENTIVE SYSTEM, A SYSTEM OF REWARDS AND SANCTIONS THAT SHAPES, INFLUENCES, AND CONTROLS THE WAY EMPLOYEES BEHAVE AT WORK.

EXPERT POWER  PERSON’S RECOGNIZED EXPERTISE OR SUPERIOR SKILL IN A PARTICULAR FUNCTIONAL AREA OF BUSINESS.  WITH HIS/HER EXPERTISE, LEADER CAN EXPLAIN CLEARLY WHEN HIS/HER SUBORDINATES HAVE PROBLEMS RELATED WITH THEIR JOB

REFERENT POWER  LEADER’S ABILITY TO INFLUENCE AND PERSUADE OTHER PEOPLE BECAUSE OF PERSONAL QUALITIES THAT MAKE THEM ATTRACTIVE TO OTHERS AND EFFECTIVE IN SOCIAL SITUATIONS.

CHARISMATIC LEADER  AN EXCEPTIONALLY EFFECTIVE LEADER WHOSE REFERENT AND EXPERT POWER RESULT IN FOLLOWERS PERCEIVING AS SOMEONE WHO PERSONIFIES A COMPANY AND WHAT IT STANDS FOR.

LEADER POWER – EMPLOYEE BEHAVIOR AND ATTITUDES  LEADER USES POWER TO INFLUENCE EMPLOYEE’S BEHAVIOR AND ATTITUDES

WORK BEHAVIORS-WORK ATTITUDES WORK BEHAVIORS WORK ATTITUDES  LEVEL OF EFFORT PUT INTO JOB  QUANTITY, QUALITY, RELIABILTY OF WORK PERFORMANCE  UNEXPLAINED ABSENCE FROM WORK  INTENTION TO QUIT JOB AND LEAVE COMPANY  SATISFACTION WITH JOB  COMMITMENT AND LOYALTY TO COMPANY  DESIRE TO COOPERATE WITH CO-WORKER  PERSONAL RELATIOSHIP WITH BOSS

THE CONTINGENCY THEORY OF LEADERSHIP  EFFECTIVE LEADERSHIP RESULTS WHEN LEADERS ADOPT THE LEADERSHIP APPROACH THAT MATCHES THE CHARACTERISTICS OF THEIR EMPLOYEES AND THE WORK SETTING.

MODEL OF THE CONTINGENCY THEORY APPROACH TO LEADERSHIP DIRECTIVE SUPPORTIVE PARTICIPATIVE ACHEIVEMENT-ORIENTED Characteristics of employees Choice of Effective LEADERSHIP Approach CHARACTERISTICS OF THE WORK SITUATION OCCUPATIONAL SKILL, EXPERIENCE NEED FOR ACHEIVEMENT AND LOCUS OF CONTROL ROUTINE VS NON ROUTINE JOBS COHESIVENESS OF THE WORK GROUP DETERMINES A LEADER’S EFFECTIVENESS IN INCREASING WORK MOTIVATION AND PROMOTING POSITIVE PERFORMANCE, ENHANCING WORK BEHAVIORS AND ATTITUDES

LEADERSHIP APPROACHES DIRECTIVESUPPORTIVEPARTICIPATIVE ACHEIVEMENT- ORIENTED PROVIDING GUIDANCE BEING FRIENDLY AND APPROACHABLE INVOLVING EMPLOYEES IN WORK SCHEDULING SETTING CHALLENGING GOALS WORKSCHEDULING SHOWING CONCERN FOR WELL-BEING AND NEEDS OF EMPLOYEES ENCOURAGING SUGGESTIONS AND CONSULTING WITH EMPLOYEES ENHACING NEED TO BEHAVE PROACTIVELY AND PERFORM AT HIGHEST LEVEL MAINTAINING CLEAR WORK PERFORMANCE STANDARD TREATING WORKERS AS EQUALS PUTTING EMPLOYEES’ SUGGESTIONS INTO ACTION DEMONTRATING CONFIDENCE IN EMPLOYEES LINKING INCENTIVE DIRECTLY TO PERFORMANCE ACTING IN A NON- THREATENING WAY ENCOURAGING PROACTIVE WORK BEHAVIORS PROVIDING EMPLOYEES WITH AUTONOMY AND FREEDOM TO DECIDE HOW TO PERFORM THEIR JOB DEVELOPING CLEAR WORK RULES AND PROCEDURES

CHARACTERISTICS OF EFFECTIVE LEADERS  INTUITION, INTELLIGENCE, AND COGNITIVE ABILITY  ENERGY, DRIVE, AND NEED FOR ACHEIVEMENT  SELF-CONFIDENCE AND INTERNAL LOCUS OF CONTROL  GOOD ETHICS AND MORAL INTEGRITY  EMOTIONAL INTELLIGENCE AND EMPHATY

COMMUNICATION   THE TRANSMISSION AND SHARING OF INFORMATION BETWEEN PEOPLE OR GROUPS SO THAT EACH PARTY UNDERSTANDS WHAT THE OTHER IS TRYING TO ACHEIVE

PERSUASIVE COMMUNICATION   THE ATTEMPT BY A PARTY TO SHARE INFORMATION WITH ANOTHER PARTY IN ORDER TO GET THEM TO UNDERSTAND THEIR OBJECTIVES AND WORK TOWARD THEM