1. Management A Practical Introduction Third Edition
Angelo Kinicki &
Brian K. Williams

2. Major Questions
I don’t want to be just a manager, I want to be a leader—what’s the difference between the two?
What does it take to be a successful leader?
Do effective leaders behave in similar ways?
How might effective leadership vary according to the situation at hand?
What does it take to truly inspire people to perform beyond their normal levels?
If there are many ways to be a leader, which one would most likely describe me?
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

3. How to Become a Star in the Workplace
Manager’s Toolbox
How to Become a Star in the Workplace
Initiative
Networking
Self-management
Perspective
Followership
Leadership
Teamwork
Organizational savvy
Show and tell
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

4. 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?

5. 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

6. 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

7. Managers Vs. Leaders Managers Leaders
What needs to be done — planning and budgeting
Creating arrangements of people to accomplish an agenda — organizing and staffing
Ensuring people do their jobs — controlling and problem solving
Leaders
What needs to be done — setting a direction
Creating arrangements of people to accomplish an agenda — aligning people
Ensuring people do their jobs — motivating and inspiring
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

8. 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

9. Five Sources of Power
Legitimate Power – influencing behavior because of one’s formal position
All managers have legitimate power over their employees; deriving from their positions
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

10. Reward Power – influencing behavior by promising or giving rewards
Five Sources of Power
Reward Power – influencing behavior by promising or giving rewards
all managers have; results from manager’s authority to reward their subordinates
Rewards can range from praise to pay raises
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

11. Five Sources of Power
Coercive Power – influencing behavior by threatening or giving punishment
All managers have; results from the manager’s authority to punish their subordinates
Punishment can range from verbal or written reprimands to demotions or terminations
Must be used judiciously
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

12. Expert Power – influencing behavior because of one’s expertise
Five Sources of Power
Expert Power – influencing behavior because of one’s expertise
Results from one’s specialized information or expertise
Expertise, or special knowledge, can be mundane or sophisticated
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

13. Five Sources of Power
Referent Power – influencing behavior because of one’s personal attraction
Power derived from one’s personal attraction
Characterizes strong, visionary leaders
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

14. Chapter 14: Power, Influence, & Leadership
CLASSROOM PERFORMANCE SYSTEM
Power that results from managers’ authority to punish their subordinates is
A) legitimate power
B) reward power
C) referent power
D) coercive power
The answer is D.

15. Chapter 14: Power, Influence, & Leadership
CLASSROOM PERFORMANCE SYSTEM
A secretary’s knowledge of contacts and other information pertinent to the business is an example of which type of power?
A) legitimate power
B) reward power
C) referent power
D) expert power
The answer is D.

16. 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

17. 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

18. Chapter 14: Power, Influence, & Leadership
CLASSROOM PERFORMANCE SYSTEM
A manager who tries to influence others by using logic, reason, and facts is using
A) ingratiating tactics
B) coalition tactics
C) rational persuasion
D) consultation
The answer is C.

19. Chapter 14: Power, Influence, & Leadership
CLASSROOM PERFORMANCE SYSTEM
Which of the following is not a soft tactic?
A) ingratiating tactics
B) coalition tactics
C) rational persuasion
D) consultation
The answer is B.

20. 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

21. 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?

22. 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

23. 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

24. 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.

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
Figure 14.1: General Representation Of House’s Revised Path-Goal Theory

32. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
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
The Hersey-Blanchard model is widely used as a training tool, but because it has not been strongly supported by scientific research, managers should be cautious when using prescriptions from the model

33. 14.4 Contingency Approaches: Does Leadership Vary With The Situation?
Figure 14.2: Hersey and Blanchard’s Situational Leadership Model

34. HOW CAN PEOPLE BE INSPIRED TO PERFORM BEYOND THEIR NORMAL LEVELS?
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

35. 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

36. 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership
Transformational leaders have four key behaviors:
1. They have charisma (a form of interpersonal attraction that inspires acceptance and support), and offer a vision for the organization
2. They have integrity, high ethical standards, and desirable values
3. They encourage employees to grow and excel by giving them challenging work, more responsibility, empowerment, and mentoring
4. They are good at communicating the company’s strengths, weaknesses, opportunities, and threats so that employees see them as personal challenges

37. 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership
There are three important implications of transformational leadership for managers:
1. Job satisfaction, organizational commitment, and performance can all be improved using transformational leadership
2. Employees at any level can be trained to be more transactional and transformational
3. It can be used by both ethical and unethical managers

38. 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

39. 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

40. 14.6 Six Additional Perspectives
Figure 14.3: The Level Hierarchy
Lecture Note: It is very likely that today’s students will work in a virtual office situation at some point in their careers. Challenge students to think about the differences of this type of work environment as compared to the traditional workplace. How will leadership change? What qualities will be important to be a star performer?

41. Chapter 14: Power, Influence, & Leadership
CLASSROOM PERFORMANCE SYSTEM
Which leadership approach emphasizes that leaders have different sorts of relationships with different subordinates?
A) leader-member exchange model
B) shared leadership
C) servant leadership
D) loyalty leadership
The answer is A.