Leadership Ch. 14 Management A Practical Introduction Angelo Kinicki & Brian K. Williams

Learning objectives 1 Define Leadership Explain the relationship between leaders and managers Define the various types of power Describe the 5 sources of powers in an organization, illustrate with examples Discuss the 9 ways to influence others

Learning objectives 2 Describe the 3 principal approaches or perspectives on leadership (trait , behavioral, and contingency). Discuss how these concepts can be applied and recognize the limitations of these approaches Recognize that there are other approaches to leadership

Chapter 14: Power, Influence, & Leadership From Becoming a Manager to Becoming a Leader Wielding Influence Trait Approaches Behavioral Approaches Contingency Approaches The Full-Range Model Six Additional Perspectives The Management Toolbox: How to Become a Star in the Workplace Summary: To become a star performer: take initiative be able to self manage network try to see things through other people’s eyes know how to be a follower as well as a leader take a leadership role participate in groups only when you know they’ll make a difference be savvy about office politics be a strong communicator For Discussion: Which of these qualities do you have? Are there areas you need to improve on? Think about a leader you admire. Which of these qualities does that individual have? How do the qualities help the individual be a good leader?

14.1 The Nature Of Leadership: Wielding Influence WHAT IS THE DIFFERENCE BETWEEN MANAGERS & LEADERS? Leadership is the ability to influence employees to voluntarily pursue organizational goals Managers and leaders are not one and the same Mangers have legitimate power to plan, organize, and control Leaders create a vision and strategic plan for the company, which managers then implement

14.1 The Nature Of Leadership: Wielding Influence Managers cope with complexity, while leaders cope with change Managers cope with complexity through: -planning and budgeting -organizing and staffing -controlling and staffing Leaders cope with change by: -setting a direction -aligning people -motivating and inspiring

14.1 The Nature Of Leadership: Wielding Influence WHAT ARE THE SOURCES OF POWER IN AN ORGANIZATION? Power is the extent to which a person is able to influence others so they respond to orders Personalized power is directed at helping oneself Socialized power is directed at helping others Companies have five sources of power: 1. Power that results from managers’ formal positions within the organization is called legitimate power Power can be negative (criticism) or positive (praise)

14.1 The Nature Of Leadership: Wielding Influence 2. Power that results from managers’ authority to reward their subordinates is reward power Rewards can include praise, pay raises, and promotions 3. Power that results from managers’ ability to punish their subordinates is coercive power Managers using coercive power need to be careful that they do not create too much resentment among employees 4. Power resulting from one’s specialized information or expertise is expert power Expert power can be mundane or sophisticated 5. Power deriving from one’s personal attraction is referent power Referent power is usually associated with leaders

14.1 The Nature Of Leadership: Wielding Influence HOW CAN YOU GET YOUR WAY AT WORK? The ability to get others to follow your wishes is influence There are nine ways to try to influence others: -rational persuasion - convincing someone by using logic, reason, or facts -inspirational appeals - building enthusiasm or confidence by appeals to emotions, ideals, or values -consultation - getting others to participate in a decision or change

14.1 The Nature Of Leadership: Wielding Influence -ingratiating tactics - acting humble or friendly before making a request -personal appeals - referring to friendship and loyalty when making a request -exchange tactics - reminding someone of past favors or offering to make a trade -coalition tactics - getting others to support your effort -pressure tactics - using demands, threats, or intimidation -legitimating tactics - basing a request on implied support from superiors, or on rules or policies

14.1 The Nature Of Leadership: Wielding Influence WHAT ARE THE DIFFERENT APPROACHES TO LEADERSHIP? There are five principal approaches or perspectives on leadership: 1. trait 2. behavioral 3. contingency 4. full-range 5. six additional

14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics? DO SUCCESSFUL LEADERS HAVE DISTINCTIVE TRAITS? Trait approaches to leadership attempt to identify distinctive characteristics that account for the effectiveness of leaders James Kouzes and Barry Posner proposed that the personal traits that were looked for and admired in leaders were honesty, competency, a forward-looking mentality, the ability to inspire, and intelligence Larry Bossidy, CEO of AlliedSignal, suggests that the four qualities that are most important when he is interviewing and evaluating job candidates are the ability to execute, a career runway, a team orientation, and multiple experiences Lecture Note: Ask students to identify some key leaders in business today such as Bill Gates, Meg Whitman, or Richard Branson. Discuss the leadership qualities these individuals have in common. What makes them so successful?

14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics? Timothy Judge did two meta-analyses (a statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different leaders) on traits and leadership Judge found that extroversion, openness, and conscientiousness were all important to leadership effectiveness Judge also found that personality was more important than intelligence for leadership effectiveness

14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics? Women tend to have more leadership traits than men, but hold fewer leadership positions CEOs believe this may be because women lack significant general management experience, and have not been around long enough to be selected Women believe that male stereotyping and exclusion from important informal networks contribute to the problem Other reasons may be because women are not willing to compete as hard as men, or make the necessary personal sacrifices

14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? DO EFFECTIVE LEADERS BEHAVE IN SIMILAR WAYS? Researchers have studied behavioral leadership approaches to determine the distinctive styles used by effective leaders The University of Michigan study identified two forms of leadership: 1. Managers with job-centered behavior pay more attention to job and work procedures 2. Managers with employee-centered behavior pay more attention to employee satisfaction and making work groups cohesive Practical Action: Transition Problems on Your Way Up: How to Avoid the Pitfalls This Practical Action explores how managers can avoid making mistakes as they move up the corporate ladder. In particular, managers should: have realistic expectations remember to manage upward and sideways as well as downward stay in touch with managers in other departments think about what type of manager they want to be get guidance from other managers resist isolation.

14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? The Ohio State model identified two major dimensions of leader behavior: 1. Initiating structure is leadership behavior that organizes and defines what group members should be doing 2. Consideration is leadership behavior that expresses concern for employees by creating a warm, friendly, supportive climate From both studies, we know that effective leaders: -have supportive or employee-centered relationships with employees -use groups rather than individual methods of supervision -set high performance goals

14.4 Contingency Approaches: Does Leadership Vary With The Situation? HOW DOES EFFECTIVE LEADERSHIP VARY WITH THE SITUATION? Proponents of the contingency approach to leadership believe that effective leadership behavior depends on the situation at hand There are three contingency approaches: 1. The contingency leadership model, developed by Fred Fiedler, determines if a leader’s style is task oriented, or relationship oriented, and if that style is effective for the situation at hand

14.4 Contingency Approaches: Does Leadership Vary With The Situation? Once an individual’s leadership orientation is known, you determine situational control (how much control and leadership a leader has in the immediate work environment) There are three dimensions of situational control: -leader-member relations - the extent to which a leader has support, loyalty, and trust of the group -task structure - the extent to which tasks are routine, unambiguous, and easily understood -position power - how much power a leader has

14.4 Contingency Approaches: Does Leadership Vary With The Situation? Neither leadership style works all the time The task oriented approach works well in high control or low control situations The relationship oriented approach works well in moderate control situations

14.4 Contingency Approaches: Does Leadership Vary With The Situation? 2. The path-goal leadership model, developed by Robert House, holds that the effective leader makes desirable awards available to followers, and increases their motivation by clarifying the paths (behavior) that will help them achieve those goals and providing them with support House revised his theory to say that employee characteristics and environmental factors cause some leadership behaviors to be more effective than others

14.4 Contingency Approaches: Does Leadership Vary With The Situation? where: employee characteristics include locus of control, task ability, need for achievement, experience, and need for path-goal clarity, environmental factors include task structure and work group dynamics, and leader behaviors include path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group oriented decision making, representation & networking, value-based Further research is needed to determine how well House’s revised theory holds up However, we do know that it can be useful to have more than one leadership style, and that leadership style should be modified to fit employee and task characteristics

14.4 Contingency Approaches: Does Leadership Vary With The Situation? Figure 14.1: General Representation Of House’s Revised Path-Goal Theory

Key terms Behavioural leadership approaches Contingency leadership model Coercive power Expert power Full-range leadership Leadership Legitimate power Meta-analysis Path-goal leadership model Personalised power Readiness Referent power Reward power Situational leadership theory Socialized power Trait approaches to leadership