197. Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M
Organizational Psychology: A Scientist-Practitioner Approach Jex, S. M., & Britt, T. W. (2014)
Prepared by:
Christopher J. L. Cunningham, PhD
University of Tennessee at Chattanooga
Kelsey-Jo Ritter
Bowling Green State University
Kristen S. Jennings
Clemson University

198. Chapter 11: Leadership and Influence Processes
Approaches and theories of leadership are presented; also discussed are the roles of power and influence among leaders

199. Defining Leadership Complex phenomenon
Defined in terms of behaviors or outcomes
Common ground treats leadership as a process with wide-ranging effects
Figure 11.1
Comment 11.1

200. Importance of Leadership
Critical leader behaviors:
Providing strategic direction and vision
Motivation and coaching
Enforcement and interpretation of organizational policies
Obtaining resources for organizational groups

201. Trait Approach
Effective leaders are inherently different from ineffective leaders
Research is not supporting a clear leader profile, so leader emergence is also a common focus
Traits may predict leader emergence and managerial effectiveness/advancement
Shift toward considering combinations of traits rather than isolated characteristics
Shortcomings of this approach

202. Behavioral Approach
Effective leaders behave differently from ineffective ones
Split between leadership focused on task completion and on interpersonal relations
Consideration of leader behaviors perceived as needed by employees
Limitations with a two-dimensional model, but there may be some merit here
Still, no consistent behavioral profile for effective leader

203. Contingency Approach
There is no universal set of effective leader traits or behaviors across all situations
Good leadership requires effective reading of the situation and adjustment of behaviors to fit present needs
Currently this is the most common approach to leadership

204. Fiedler’s Contingency Theory
Highlights influence of situation favorability
Based on leader-member relations, task structure, and leader’s position power
Octants of favorability are discussed (Figure 11.3)
Task- vs. relationship-oriented distinction and the Least Preferred Coworker (LPC) as a means of assessing this distinction among leaders
LPC and situational favorability (Figure 11.4)
Mixed empirical support for this theory
May relate to Cognitive Resource Theory
More modern theories of leadership begin here

205. Path-Goal Theory
Leadership and motivation blend, highlighting leader’s influence over subordinates’ success— showing the path to the goal
Adaptiveness of leadership styles: Directive, supportive, achievement-oriented, and participative forms depending on situation
Leader style based on characteristics of a leader’s subordinates and environment
Difficult theory to test, but clear implications for management training, development, selection, and placement

206. Vroom-Yetton-Jago Model
Effective leadership from decision-making styles that fit a given environment or situation
Leaders select the best decision-making styles based on eight situational attributes (Table 11.2, Figure 11.5)
Research supports the model’s tenets, but model may oversimplify decision-making conditions

207. Leader-Member Exchange (LMX)
Vertical dyad linkages between leaders and subordinates
Links may differ depending on the social exchange between a leader and a subordinate
In-group vs. out-group employees
Leader-subordinate relationships develop over time
LMX has positive effects within organizations such as with OCB, performance, and job attitudes
Challenge of defining and measuring exchange relationships

208. Charismatic/Transformational and Transactional Leadership
Charismatic/transformational forms associated with leader behaviors that influence and inspire subordinates with the potential for creating meaningful change within an organization
Dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
Transactional (contingent reward) based on following rules and emphasizing reward or punishment for guiding subordinate behavior
All three forms may be present in a single leader

209. Authentic Leadership
Developing theory based on leaders being “who they are” and connecting with subordinates by means of this being-true-to-self quality
Dimensions of self-authenticity
Self-awareness
Balanced processing
Relational transparency
Internalized morale perspective

210. Servant Leadership Recent trend in theory and research
Seven characteristics of a servant leader
Establishing relations with followers through dedicating time and attention
Empowering followers
Facilitating follower development and growth
Ethical behavior
Ability to think conceptually
Showing a focus on followers and their success
Supporting stakeholders outside the organization

211. Ethical and Unethical Leadership
Increased interest due to unethical leader behaviors in recent years
Ethical leadership: Normatively appropriate conduct through personal actions and interpersonal relationships, and through promotion of such conduct in followers
Unethical leadership: High self-interest, exploiting others, being vengeful

212. Power and Influence in Organizations
Leader effectiveness is closely associated with a person’s ability to use power to influence others
Power: One’s potential to influence others
Four outcomes of power/influence:
Compliance
Identification
Internalization
Resistance

213. Bases of Power French and Raven’s model:
Coercive (personal and impersonal)
Reward (personal and impersonal)
Legitimate (based on position, reciprocity, equity, and dependence)
Expert (positive and negative)
Referent (positive and negative)
Informational (direct and indirect)
Ownership
Prestige power

214. Influence Tactics Nine main tactics (Table 11.3):
Rational persuasion
Inspirational appeals
Consultation
Ingratiation
Exchange
Personal appeal
Coalition (using social proof)
Legitimating
Pressure
Power of combining tactics is highlighted

215. Politics in Organizations
Defined as influence behavior within organizations that develops outside traditional power systems and benefits a person or group at the expense of the organization
Close relationship with power in organizations
Several factors motivating politics within organizations:
Uncertainty
Scarcity of resources
Technological change
Ambiguity in decision making
Organizational change

216. Politics in Organizations (Cont.)
Dark side of organizational politics = divide and conquer
Minimal research suggests politics have negative consequences within organizations
Four specific political tactics:
Impression management
Information management
Promotion of the opposition
Pursuing line responsibility

217. Organizational Political Tactics
Five strategies linked with impression management:
Self-promotion
Ingratiation
Exemplification
Intimidation
Supplication

218. Organizational Political Tactics (Cont.)
Information management: Based on premise that information is power
Promotion of the opposition: Counterintuitive strategy based on helping an opponent move ahead and out of the way
Pursuing line responsibility: Finding a position within the organization that will allow a person to exert one’s influence (ideally close to core technology)