Post on 03-Jan-2016
Adeyl Khan, Faculty, BBA, NSU
CHAPTER 17Managing Leadership and
Influence Processes
Adeyl Khan, Faculty, BBA, NSU
The Nature of LeadershipWhat does leadership mean?
A process, the use of non-coercive influence to shape the group’s or organization’s goals, and: Motivate behavior. Define group or organizational culture.
What are the characteristics of those who are perceived to be leaders?
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Adeyl Khan, Faculty, BBA, NSU
Who Are Leaders?People who:
Can influence the behaviors of others. Are able to influence without having to rely
on force. Are accepted by others as leaders.
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Adeyl Khan, Faculty, BBA, NSU17 - 4
Adeyl Khan, Faculty, BBA, NSU
Leadership Versus ManagementManagement:
Planning and budgeting.
Organizing and staffing.
Controlling and problem solving.
Producing a degree of predictability.
Leadership: Establishing direction.
Aligning people.
Motivating and inspiring.
Producing change, often to a dramatic degree.
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Adeyl Khan, Faculty, BBA, NSU
Power and LeadershipWhat is power?
The ability to affect the behavior of others.Legitimate power:
Power granted through the organizational structure, it is the power accorded people occupying particular positions as defined by the organization.
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Adeyl Khan, Faculty, BBA, NSU
Reward Power DefinedReward power:
The power to give or withhold rewards, such as: Salary increases. Bonuses. Promotion. Recommendation.
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Adeyl Khan, Faculty, BBA, NSU
Types of PowerCoercive power:
The power to force compliance by means of psychological, emotional, or physical threat.
Referent power: The personal power that accrues to someone
based on identification, imitation, loyalty, or charisma.
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Adeyl Khan, Faculty, BBA, NSU
What Is Expert Power?The personal power
that accrues to someone based on the information or expertise that they possess.
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Adeyl Khan, Faculty, BBA, NSU
Michigan Studies on Leadership BehaviorJob-centered leader:
Leaders who pay close attention to an employ’s job and work procedures involved with that job.
Employee-centered leader: Leaders who develop cohesive work groups
and ensure employee satisfaction.
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Adeyl Khan, Faculty, BBA, NSU
Ohio State Leadership Studies
Initiating-structure behavior: Leaders who define the leader-subordinate roles so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed.
Consideration behavior: Leaders who show concern for subordinates and attempt to establish a friendly and supportive climate.
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Adeyl Khan, Faculty, BBA, NSU
The Leadership Grid
A method of evaluating leadership styles to train managers using OD techniques so that they are simultaneously more concerned for both people and production.Concern for production:
Deals with the job aspects of leader behavior.Concern for people:
Deals with the people aspects of leader behavior.
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Adeyl Khan, Faculty, BBA, NSUF17.1: The Leadership Grid 17 -
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Adeyl Khan, Faculty, BBA, NSU
Figure 17.2: Tannenbaum and Schmidt’s Leadership Continuum
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Adeyl Khan, Faculty, BBA, NSU
LPC TheorySuggests that the appropriate style of
leadership varies with situational favorableness.
Least preferred coworker (LPC) The measuring scale that asks leaders to
describe the person with whom she/he is able to work least well.
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Adeyl Khan, Faculty, BBA, NSU16
LPC- 18 questions to determine your styleThis assessment asks you to think of one
person with whom you could work least well. Rate on different dimensions (Helpful Vs.
Frustrating) Scale 1 to 8
“relationship-motivated" leader (Fielder) If your score is 73 or above
"task-motivated" leader (Fielder) If your score is 64 or below
You to determine which leadership style (Fielder) If your score is between 65 and 72, he leaves
it up to
Adeyl Khan, Faculty, BBA, NSU
Figure 17.3: The Least-Preferred Coworker Theory of Leadership
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Adeyl Khan, Faculty, BBA, NSU
The Path-Goal Theory
A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace.Clarifies for the subordinate the kinds of behavior that will lead to goal accomplishment and valued rewards.Here leaders can change their leadership style (opposite of Fielder’s LPC Theory)
Extension of “Expectancy theory” of motivation
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Adeyl Khan, Faculty, BBA, NSU
The Path-Goal Framework
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Subordinates’ motivation to perform
(A Situational Factor)Subordinates’
PersonalCharacteristics
• Perceived ability• Locus of control
Leader Behavior• Directive
• Supportive• Participative• Achievement
oriented
(A Situational Factor)EnvironmentalCharacteristics• Task structure• Work group• Rewards
Adeyl Khan, Faculty, BBA, NSU
Decision Making Styles- Vroom’s TheoryManagers making decision(Subordinate Participation
Factor)Consult: (Individually)• Present
problem to group members individually.
Consult: (Group)• Present
problem to group members.
Facilitate:• Present to
group and facilitate group member discussion.
Delegate• Allow group
to define parameters, then develop solutions.
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Figure 17.6: Vroom’s
Development Driven
Decision Tree
Adeyl Khan, Faculty, BBA, NSU
Figure 17.5: Vroom’s
Time-Driven Decision Tree
Research Studies Proved
the effectiveness of this
model New
enhancements to
this study is going
on
Adeyl Khan, Faculty, BBA, NSU
The Leader-Member Exchange (LMX) ApproachStresses the importance of variable
relationships between supervisors and each of their subordinates.
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Leader
Subordinate 1 Subordinate 2 Subordinate 3 Subordinate 4 Subordinate 5
Out-group
In-groupHigher Performance and satisfaction
Adeyl Khan, Faculty, BBA, NSU
Related Perspectives on Leadership
Substitutes for leadership: Identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates (Ability, experience, need for independence, professional orientation), the task (routine, intrinsic satisfaction), and the organization (group cohesion, inflexibility, reward power!).
E.g. Emergency room supervisor, relief work,
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Adeyl Khan, Faculty, BBA, NSU
Related Perspectives on Leadership …
Charismatic leadership: Assumes that charisma in an individual characteristic of the leader. Charisma: A form of interpersonal attraction that inspires support and acceptance.
Self confidence, firm belief/ideas, need to influence people
Larger than life (e.g. Donald Trump)Traits
Envision the future Energize others (excitement, confidence, success) Support (Empathy, Confidence)
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Adeyl Khan, Faculty, BBA, NSU
Transformational LeadershipLeadership that goes beyond ordinary
expectations by transmitting a sense of mission stimulating learning experiences, and inspiring new ways of thinking.
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Rapid Change and Turbulent
Environment
Characteristics
• Trusting subordinates
• Developing vision
• Keeping cool• Encouraging
risk• An expert• Inviting dissent• Simplifying
things
Compared to transactional leaders who motivate followers to work toward established goals by exchanging rewardsfor their productivity.
Adeyl Khan, Faculty, BBA, NSU
Political Behavior in OrganizationsPolitical behavior
Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.
Impact (believed) Salary, Promotion, Hiring Bad, unfair, irrational, unhealthy
(55/45!)How?
Inducement, persuasion, obligation, coercion
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Adeyl Khan, Faculty, BBA, NSU
Political Behavior in OrganizationsImpression management
(Subtle) A direct and intentional
effort by someone to enhance his/her image in the eyes of others.
Career! (Make yourself look good)
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Adeyl Khan, Faculty, BBA, NSU29
Managing PoliticsBe aware- actions might have a political tieAutonomy, responsibility, challenge,
feedbackAvoid using power (No charge)Get disagreement out in the openAvoid covert activities
Common areas Performance evaluations Easy List!