1. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Management A Practical Introduction Third Edition Angelo Kinicki & Brian K. Williams

2. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 2 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

3. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3 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

4. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 4 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

5. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 5 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, while socialized power is directed at helping others  Companies have five sources of power: 1. legitimate power 2. reward power 3. coercive power 4. expert power 5. referent power

6. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 6 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, inspirational appeals, consultation, ingratiating tactics, personal appeals, exchange tactics, coalition tactics, pressure tactics, and legitimating tactics

7. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 7 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

8. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 8 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

9. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 9 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

10. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 10 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

11. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 11 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

12. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 12 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

13. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 13 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. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 14 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 3. Paul Hersey and Kenneth Blanchard proposed the situational leadership theory which suggests that leaders should adjust their leadership style according to the readiness (extent to which employees are willing and able to complete a task) of followers  -relationship behavior is the extent to which leaders maintain personal relationships with their followers  -task behavior is the extent to which leaders organize and explain the role of their followers

15. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 15 14.4 Contingency Approaches: Does Leadership Vary With The Situation? Figure 14.1: General Representation Of House’s Revised Path-Goal Theory

16. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 16 14.4 Contingency Approaches: Does Leadership Vary With The Situation? Figure 14.2: Hersey and Blanchard’s Situational Leadership Model

17. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 17 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership HOW CAN PEOPLE BE INSPIRED TO PERFORM BEYOND THEIR NORMAL LEVELS?  Full-range leadership, proposed by Bernard Bass and Bruce Avolio, suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility leadership at one extreme through transactional leadership, to transformational leadership at the other extreme  Managers with transactional leadership focus on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance  Transactional leaders are best in stable situations

18. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 18 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership  Transformational leadership transforms employees to pursue organizational goals over self-interests  While transactional leaders encourage people to do ordinary things, transformational leaders encourage people to do exceptional things  Transformational leaders are influenced by individual characteristics (they tend to be more extroverted, agreeable, and proactive than nontransformational managers), and organizational culture (adaptive, flexible cultures foster transformational leadership)  The best leaders have both transactional and transformational qualities

19. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 19 14.6 Six Additional Perspectives ARE THERE OTHER KINDS OF LEADERSHIP?  There are six additional types of leadership: 1. The leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different subordinates 2. Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading 3. Servant leaders focus on providing increased service to others - meeting the goals of both followers and the organization – rather than to themselves

20. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 20 14.6 Six Additional Perspectives 4. Loyalty leaders who inspire loyalty have six principles: preach what you practice, play to win-win, be picky, keep it simple, reward the right results, listen hard, talk straight 5. Level 5 leadership means an organization is led by a person, a Level 5 executive, who possesses the paradoxical characteristics of humility and a fearless will to succeed, as well as the capabilities associated with levels 1-4 6. E-leadership involves one-to-one, one-to-many, and within-and between-group and collective interactions via information technology

21. Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 21 14.6 Six Additional Perspectives Figure 14.3: The Level Hierarchy