Power and Empowerment Thorlakson & Murray (1996) Hollander & Offerman (1990) Spangler & House (1991)

Agenda – 6/28/05 Reminders Questions, Comments, or Concerns Empowerment Power and Influence Break TRP5 Discussion

Reminder Extra Credit Survey Closes on Friday July 1, 2005 at 6:00 PM Feel Free to Pass it Along to Coworkers!

Reminder SAP and TRP 6 Due Thursday

Questions, Comments, or Concerns? What Is Leadership? What Three Behaviors do Leaders Engage in to Influence Subordinate Behaviors?

Empowerment Employees Allowed to “Manage” the Leader’s Vision Decreases Manager Power Roots in the Michigan Leadership Studies Participative vs. Empowerment Lewin’s (1951) “Unfreezing Model of Change” Mixed Empirical Support in Modern Organizations

Power Influence vs. Power French & Raven’s (1959) 5 Bases of Power Reward: Dispense Rewards Coercive: Punish Legitimate: Right to Influence Expert: Special Knowledge Referent: Admiration or Identification In Organizations: Formal Power (Rewards, Punishment, Information) Personal Power (Charisma, Expertise, Friendship) Political Power (Coalitions, Culture, Decision-Making) Outcomes Expert, Reward, and Legitimate Lead to JS and OC Reward and Coercive Short-Term Referent Close to “Leadership”

Influence Tactics How to Exert Power Rational Persuasion Logic Rules but Similar Goals are Essential Inspirational Appeals Sell the Vision with Effective Communication Legitimate Tactics Justify Positional Power Consultation Seek Input to Make Decisions Exchange Tactics Quid Pro Quo Personal Appeals Favors based on Friendship Ingratiation Sincere Works, Eddie Haskell Doesn’t Pressure Threat to Induce Compliance Coalition 3 rd Party Influencing

Break 20 Minute Break

TRP 5

Discussion

Thursday SAP and TRP 6 Exchange and Decision-Making Leadership Theories Jago & Vroom (1980) Dienesch & Liden (1986) Class Activity…Be Prepared for Problem Solving