1. Influence, Power, and Leadership
Chapter Fifteen
Influence, Power, and Leadership

2. Chapter Objectives
Identify and describe eight generic influence tactics used in modern organizations.
Identify the five bases of power and explain what it takes to make empowerment work.
Explain the concept of emotional intelligence in terms of Goleman’s four leadership traits.
Summarize what the Ohio State model and the Leadership Grid® have taught managers about leadership.

3. Chapter Objectives (cont’d)
Describe the path-goal theory of leadership and explain how the assumption on which it is based differs from the assumptions on which Fiedler’s contingency theory is based.
Describe the transformational leader and explain Greenleaf’s philosophy of the servant leader.
Identify the two key functions that mentors perform and explain how a mentor can develop a junior manager’s leadership skills.
Explain the management of antecedents and consequences in behavior modification.

4. Influence Tactics in the Workplace
Any attempt by a person to change the behavior of superiors, peers, or lower-level employees
Is not inherently good or bad
Can be used for purely selfish reasons
Can be used to subvert organizational objectives
Can be used to enhance organizational effectiveness

5. Eight Generic Influence Tactics
Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics

7. Power
What Is Power?
The ability to marshal the human, informational, and material resources to get something done
Power has an effect on:
Decisions
Behavior
Situations
Types of power
Power over: The ability to dominate
Power to: The ability to act freely
Power from: The ability to resist the demands of others

8. Figure 15.1: The Relationship Between Authority and Power

9. Five Bases of Power Reward power: Having the ability to grant rewards
Coercive power: Gaining compliance through threats or punishment
Legitimate power: Gaining compliance based on the power associated with holding a superior position
Referent power: Gaining compliance based on charisma or personal identification
Expert power: Gaining compliance based on the ability to dispense valued information

10. Empowerment
Empowerment is making employees full partners in the decision-making process and giving them the necessary tools and rewards.
Power is viewed as an unlimited resource.
Traditional authoritarian managers feel threatened.
Threats to Empowerment
Dishonesty
Untrustworthiness
Selfishness
Inadequate skills

11. Leadership Leadership Defined Formal Leadership Informal Leadership
The process of inspiring, influencing, and guiding others to participate in a common effort
Formal Leadership
The process of influencing others to pursue official organizational objectives
Informal Leadership
The process of influencing others to pursue unofficial objectives that may or may not serve the organization’s interests

12. Figure 15.2: The Evolution of Leadership Theory

13. Trait Theory of Leadership
The search for universal traits possessed by all leaders
An early trait profile found moderate agreement on five traits:
Intelligence
Scholarship
Dependability in exercising responsibilities
Activity and social participation
Socioeconomic status

14. A Modern Trait Profile: Leaders with Emotional Intelligence
Emotional Intelligence (EI): The ability to monitor and control one’s emotions and behavior in complex social settings
Leadership Traits Associated with EI
Self-awareness
Self-management
Social awareness
Relationship management

15. Male Versus Female
The Controversy over Male and Female Leadership Traits
Rosener’s research: Female leaders are better at sharing power and information.
Later research found no significant differences in the leadership styles of men and women.
Women did not fit the female stereotype.
Men did not fit the male stereotype.

16. Behavioral Styles Theory of Leadership
During World War II, researchers studied the patterns of leader behaviors (leadership styles) rather than who the leader was (traits).
Democratic style
Authoritarian style
Laissez-faire (hands-off) style

18. The Ohio State Model
Initiating structure: Leader’s efforts to get things organized and to get things done
Consideration: The degree of trust, friendship, respect, and warmth that the leader extends to subordinates
Four Leadership Styles
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration

19. Figure 15.3: Basic Leadership Styles from the Ohio State Study

20. The Leadership Grid®
The belief that there is one best style of leadership
Concern for production: The desire to achieve greater output, cost-effectiveness, and profits
Concern for people: Promoting friendships, helping coworkers get the job done, and attending to things that matter to people

21. Figure 15.4: Blake and McCanse’s Leadership Grid®
Reproduced by permission from Leadership Dilemmas-Grid Solutions by Robert R. Blake and Anne Adams McCanse. Copyright 1991, Gulf Publishing Company, Houston, Texas, All rights reserved.

22. The Leadership Grid® Styles
9, 1 style: primary concern for production; people secondary
1, 9 style: primary concern for people; production secondary
1, 1 style: minimal concern for production or people
5, 5 style: moderate concern for both production and people to maintain the status quo
9, 9 style: high concern for both production and people (commitment, trust, and teamwork)

23. Situational Theories of Leadership
Fiedler’s Contingency Theory
Performance of the leader depends on:
The degree to which the situation gives the leader control and influence (favorableness of the situation)
The leader’s basic motivation to either accomplish the task or have supportive relationships with others (task or relationship motivation)
The challenge is to match the leader with a suitable situation. It is easier to move the leader than to change the leader’s style.

24. Figure 15.5: Fiedler’s Contingency Theory of Leadership

25. Situational Theories of Leadership (cont’d)
House’s Updated Path-Goal Theory
Derived from expectancy motivation theory
Effective leaders enhance employee motivation by:
Clarifying perceptions of work goals
Linking rewards to goal attainment
Explaining how goals and rewards can be achieved

26. Situational Theories of Leadership (cont’d)
Path-Goal Theory: Leader Behavior Categories
Path-goal clarifying behaviors
Achievement-oriented behaviors
Work facilitation behaviors
Supportive behaviors
Interaction facilitation behaviors
Group decision behaviors
Networking behaviors
Value-based behaviors

27. Other Theories of Leadership
Transformational Leadership Theory
Transformational leaders
Are capable of charting new courses for their organization
Are visionaries who challenge people to do exceptional things, above and beyond the plan
Transactional leaders
Monitor people so they do the expected, according to plan in order to maintain the status quo
Get people to do things by offering a reward or threatening them with a punishment

29. Practical Intelligence (Sternberg)
The ability to solve everyday problems by utilizing knowledge gained from experience
Changing oneself (adaptation)
Changing the work environment (shaping)
Finding a new work environment (selection)
Skills acquired:
Managing oneself
Managing others
Managing tasks

30. The Servant Leader (Greenleaf)
An ethical person who puts others—not herself or himself—in the foreground
His/her first role is as a servant who:
Inspires trust
Masters feedback
Emphasizes personal development
Articulates goals
Knows how to listen
Relies on foresight

31. Mentoring Learning from a Mentor Mentoring’s Key Functions
Mentor: Someone who develops another person through tutoring, coaching, and guidance
Mentoring’s Key Functions
Serving as a career enhancement tool
Providing psychological support

33. Behavior Modification
Behaviorism
The belief that observable behavior is more important than inner states (needs, motives, or expectations)
Favorable consequences encourage behavior, whereas unfavorable consequences discourage behavior.
Operant Conditioning
The study of how behavior is controlled by the surrounding environment

34. Behavior Modification (cont’d)
What Is Behavior Modification?
The practical application of operant conditioning techniques to everyday behavior problems
The systematic management of environmental factors to get people to do the right things more often and the wrong things less often
Managing the antecedents and/or consequences of observable behavior

35. Managing Antecedents
Antecedent: An environmental cue for a specific behavior to be exhibited
Cue control: Controlling the presentation of cues to elicit the desired behaviors at specific places and times
Managing antecedents is a way of encouraging good performance.

37. Managing Consequences
Positive reinforcement: Encouraging a behavior with a pleasing consequence
Negative reinforcement: Encouraging a behavior by immediately withdrawing or terminating a displeasing consequence
Extinction: Discouraging a behavior by ignoring it
Punishment: Discouraging a behavior by the immediate presentation of an undesirable consequence or the withdrawal of something desirable

38. Behavior Modification (cont’d)
Positively Reinforce What Is Right About Job Performance
Build up desirable job behaviors by reinforcing the desirable counterpart to an undesirable behavior.
Focus on the positive aspects of job performance.
Schedule Reinforcement Appropriately
Continuous reinforcement: Rewarding every instance of a behavior
Intermittent reinforcement: Rewarding some, but not all, instances of a behavior; the most effective form of reinforcement

39. Terms to Understand Influence Power Reward power Coercive power
Legitimate power
Referent power
Expert power
Empowerment
Leadership
Formal leadership
Informal leadership
Emotional intelligence
Transformational leader
Mentor
Behaviorism
Behavior modification
Antecedent
Positive reinforcement
Continuous reinforcement
Intermittent reinforcement