Bill Houldsworth

Sources of power in Leadership• Legitimate Power refers to the different types of professional positions within an organization structure

that inherit such power (e.g. Manager, Vice President, Director, Supervisor, etc.). These levels of power correspond to the hierarchical executive levels within the organization itself. The higher positions, such as president of the company, have higher power than the rest of the professional positions in the hierarchical executive levels.

• Reward Power is the power given to managers that attain administrative power over a range of rewards (such as raises and promotions). Employees who work for managers desire the reward from the manager and will be influenced by receiving it as a result of work performance.

• Coercive Power is the manager's ability to punish an employee. Punishment can be mild, such as a suspension, or serious, such as termination.

• Expert Power is attained by the manager due to his or her own talents such as skills, knowledge, abilities, or previous experience. A manager who has this power within the organization may be a very valuable and important manager in the company.

• Charisma Power: a manager who has charisma will have a positive influence on workers, and create the opportunity for interpersonal influence.

• Referent Power is a power that is gained by association. A person who has power by association is often referred to as an assistant or deputy.

• Information Power is gained by a person who has possession of important information at an important time when such information is needed to organizational functioning.

Lewin, LIippit, White, 1939).

A good leader uses all four styles

Main Styles of leadership

• Authoritarian or autocratic• Democratic or participative • Laissez-faire or delegative

• Also after 1958 7 styles were identified– Transactional– Transformational– Paternalistic

Newstrom, Davis, 1993).

Tannenbaum and Schmid (1958, 1973)

Forces that influence the style to be used include:

• Amount of time available.• Are relationships based on respect and trust or on disrespect?• Who has the information—you, the employees, or both?• How well your employees are trained and how well you know

the task.• Internal conflicts.• Stress levels.• Type of task, such as structured, unstructured, complicated, or

simple?• Laws or established procedures, such as OSHA or training

plans.www.nwlink.com/~donclark/leader/leadstl.html

Democratic leadership• Honest — Display sincerity, integrity, and candour in all your actions. Deceptive behaviour will

not inspire trust.• Competent — Base your actions on reason and moral principles. Do not make decisions

based on childlike emotional desires or feelings.• Forward-looking — Set goals and have a vision of the future. The vision must be owned

throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.

• Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary.

• Intelligent — Read, study, and seek challenging assignments.• Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display

empathy by being sensitive to the feelings, values, interests, and well-being of others.• Broad-minded — Seek out diversity.• Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly

insurmountable obstacles. Display a confident calmness when under stress.• Straightforward — Use sound judgment to make a good decisions at the right time.• Imaginative — Make timely and appropriate changes in your thinking, plans, and methods.

Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative!

Composure

• Leaders need to show more composure • Greater poise• Agility• Patience• Be able to minimize impact of uncertainty

Composure reflected in-

• Attitude• Body language• Overall presence• Remaining calm in crisis• Reinvent yourself• Adapt to unexpected• Detect causes of adversity• Solve the causes immediately

Maintaining composureThe next time a problem arises, ask yourself if you or your leader could have shown a greater sense of

composure and avoided the problem from surfacing.

• Crisis often results when composure is lacking• Avoid leadership immaturity• Avoid lack of preparedness• Don’t allow motions to get in the way• Don’t take things personally• Keep a positive mental attitude• Remain fearless• Respond decisively• Take accountability• Act as if you have been there before

Glen Llopis

Attributes

Vision• Honesty• Trust• Service• Listening• Integrity• Modeling • Pioneering• Appreciation of others• Empowerment

Accompanying attributes• Communication• Credibility• Competence• Stewardship• Visibility• Influence • Persuasion• Listening• Encouragement• Teaching• Delegation

Leadership and teaching

• Listening- ‘When people talk listen completely- most people don’t listen’ Ernest Hemmingway

• Storytelling- ‘Storytelling is the most powerful way to put ideas into the world today’ Robert McAfee Brown

• Authenticity-’I had no idea that being your authentic self could make me as rich as I've become. If I had, I'd have done it a lot earlier.’ -Oprah Winfrey

• Transparency-’As a small businessperson, you have no greater leverage than the truth.’ -John Whittier

• Team-playing- ‘Individuals play the game but teams beat the odds’ SEAL team saying

• Responsiveness-’Life is 10% what happens to you and 90% how you react to it’ Charles Swindol

• Adaptability- ‘When you are finished changing you are finished’ Benjamin Franklin

• Passion- ‘The only way to do great work is to love the work you do’ Steve jobs

• Surprise and delight- ‘A true leader always keeps a surprise up his sleeve….’ Charles De Gaule

• Simplicity- ‘Less isn't more; just enough is more.’ -Milton Glaser

• Gratefulness-’I would maintain that thanks are the highest form of thought, and that gratitude is happiness doubled by wonder.’ -Gilbert Chesterton

Improving leadership

References• Hofstede, G. (1997). Culture and Organizations: Software of the Mind new York: McGraw-Hill.• Lewin, K., LIippit, R., White, R.K. (1939). Patterns of aggressive behavior in experimentally created

social climates. Journal of Social Psychology, 10, 271-301• Newstrom, J.W., Davis, K. (1993). Organizational Behavior: Human Behavior at Work

. New York: McGraw-Hill.• Schriesheim, C.A. (1982). The Great High Consideration: High Initiating Structure Leadership

Myth: Evidence on its Generalizability. The Journal of Social Psychology, April 1982, 116, pp. 221-228.

• Stogdill, R.M. (1974). Handbook of Leadership: A Survey of Theory and and Research. New York: Free Press.

• Tannenbaum, A.S., Schmitt, W.H. (1958). How to choose a leadership pattern. Harvard Business Review, 36, March-April, 95-101.

• Tannenbaum, A.S., Schmitt, W.H. (1973). How to Choose a Leadership Pattern. Harvard Business Review Reprint, 36, May-June, 4-12.

• U.S. Army. (1983). Military Leadership. Field Manual 22-100. Washington, DC: U.S. Government Printing Office.

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