MGTO Dr. William A. Snow Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management Managerial Leadership MGTO

MGTO Chapter 6 Power and Influence

MGTO Examples of Sources of Power Talking to a boss and left standing while the boss sits behind the desk Specific seating arrangements that involve cliques sitting next to each other Displaying diplomas, awards, and titles Appearances of title and authority

MGTO Five sources of power by which an individual can potentially influence others Expert Power Referent Power Legitimate Power Reward Power Coercive Power

MGTO Leader Power in Leader-Follower Situation Framework Leader Followers Situation Expert Legitimate Referent Reward Coercive

MGTO Influence Tactics Power is the potential to influence others Influence tactics are the behaviors used to change the attitudes, opinions, or behaviors of a person.

MGTO Chapter 14 Motivation, Satisfaction, and Performance

MGTO Motivation Motivation is anything that provides direction, intensity, and persistence to behavior.

MGTO Performance Performance concerns those behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors.

MGTO Job satisfaction Job satisfaction is about your attitudes or feelings about the job itself, pay, promotion, or educational opportunities, supervision, co-workers, workload.

MGTO Leadership practitioners should be aware of several important findings regarding satisfaction: People are generally very happy with their vocation or occupation. Persons with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those new or lower in the organization.

MGTO Leadership practitioners should be aware of several important findings regarding satisfaction: Persons in higher positions tend to have higher ratings when evaluating their compensation than those in lower positions. People who are happier with their jobs also tend to have higher life satisfaction ratings.

MGTO Catalytic Management (Leadership) J. Sterling Livingston “Pygmalion in Management” HBR, 1989 Leadership is about: 1. Performance Expectations 2. Effective Authority 3. Teamwork 4. Performance Management 5. Rewards & Recognition 6. Responsibility for Results

MGTO Catalytic Management (Leadership)  Traditional Approaches to Leadership include 2 Styles: 1. High Pressure (Autocratic)  Concept: Command & control orientation  Personal Characteristics: Dominant, self reliant  Relationships: Controlling, forcing

MGTO Catalytic Management (Leadership) Methods: Directive: --Make decisions --Direct (Tell and Show) --Set standards --Control tightly --Reward & punish

MGTO Catalytic Management (Leadership) 6. Results: --Short Term: Good to excellent --Long Term: Generally unimpressive 7. Problems: --Overburdened leader --Subordinates are passive --High turnover

MGTO Catalytic Management (Leadership) 2. No Pressure (Democratic)  Concept: Self interest; self direction and control  Personal Characteristics: Tolerant; trusting  Relationships: Permissive; non-directive

MGTO Catalytic Management (Leadership) Methods: Corrective (Bottom up) --Define objectives --Give guidance --Rely on self-direction --Control loosely --Rewards & recognition

MGTO Catalytic Management (Leadership) 1. Results: --Short term: Generally unimpressive --Long term: Poor to excellent 2. Problems: --Few self starters --Many mediocre performers

MGTO Catalytic Management (Leadership) A leader’s expectations are the key to a subordinate’s performance and development. – Sterling Livingston

MGTO Catalytic Leadership is different Catalytic leadership uses variable pressure depending on the situation Concept: Aroused will to achieve; planned performance Personal Characteristics: Objective, creative Relationships: Development, helping

MGTO Catalytic Leadership is different Methods: Interactive --Initiate, analyze and action --Approve plans (coach) --Obtain commitment --Control flexibility --Reward & challenge

MGTO Catalytic Leadership is different Results: --Short term: Generally excellent --Long term: Excellent Problems: Keeping the tasks challenging

MGTO Catalytic Leadership is different Catalytic Management Video J. Sterling Livingston

MGTO Management Analysis Inventory Total of 48 statements View this as another opportunity to receive some feedback on leadership style and effectiveness Will process next time

MGTO Processing Management Analysis Inventory  Management Analysis Worksheet  Performance Management Review (Profile)  Profile Definitions: Performance Management Survey

MGTO Managerial Leadership Supplemental Resources M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. (2000) Donelson R. Forsytyh, Group Dynamics. (1999) Peter F. Drucker, Management Challenges for the 21 st Century (1999) F. Hesselbein, M. Goldsmith, R. Beckhard, The Leader of the Future. (1996) Kenichi Ohmae, The Evolving Global Economy: Making Sense of the New World Order. (1995) James Champy, Reengineering Management: The Mandate for New Leadership. (1995) J. M. Kouzes, B. Z. Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations (1995) J. Collins, J. Porras, Built to Last: Successful Habits of Visionary Companies. (1994) L. M. Spencer, S. M. Spencer, Competence at Work: Models for Superior Performance. (1993) Edgar H. Schein, Organizational Culture and Leadership (1992) K. B. Clark, M.B. Clark, Measures of Leadership (1990) Warren Bennis, On Becoming a Leader (1989) Kathy Kram, Mentoring at Work: Development Relationships in Organizational Life. (1988) W. Bennis, B. Nanus, Leaders: The Strategies of Taking Charge (1985) T. J. Peters, R. H. Waterman, In Search of Excellence: Lessons from America’s Best- Run Companies (1982) Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance. (1982)