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Chapter Fourteen
Power, Influence &
Leadership
B14-1
Leadership
 Leadership: is the ability to influence employees to
voluntarily pursue organizational goals.
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B14-2
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
 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
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B14-3
1)
2)
3)
4)
5)
Five Sources of Power
Legitimate Power all managers have; results from
managers’ formal positions within the organization
Reward Power all managers have; results from
manager’s authority to reward their subordinates
Coercive Power all managers have; results from the
manager’s authority to punish their subordinates
Expert Power is power resulting from one’s
specialized information or expertise
Referent Power power derived from one’s personal
attraction
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B14-4
Influence
9. Legitimating Tactics
8. Pressure Tactics
1. Rational persuasion
Influencing
Others
7. Coalition Tactics
2. Inspirational appeals
6. Exchange Tactics
3. Consultation
4. Ingratiating techniques
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5. Personal Appeals
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2)
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4)
5)
Five Approaches to Leadership
Trait
Behavioral
Contingency
Full-range
Additional perspectives
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B14-6
Trait Approach
 Trait Approach to Leadership attempt to
identify distinctive characteristics that account
for the effectiveness of leaders
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Panel 14.2
1)
2)
3)
4)
The Leadership Traits Bossidy
Looks for in Job Candidates
Ability to execute
A career runway
A team orientation
Multiple experiences
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B14-8
Emotional Intelligence
 Emotional Intelligence: the ability to cope,
empathize with others and be selfmotivated.
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The Traits of Emotional
Intelligence
3. Social awareness
1. Self-awareness
2. Self-management
Emotional
Intelligence
4. Relationship management
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Panel 14.4
Where Female Executives Do
Better: A Scorecard
Skill
Men
Women
Motivating Others
√√√√√
Fostering communication
√√√√*
Producing high-quality work
√√√√√
Strategic planning
√√
√√√√√
Listening to others
Analyzing issues
McGraw-Hill/Irwin
√√*
√√
√√*
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Behavioral Leadership
Approaches
 Behavioral Leadership Approaches: attempts to
determine the distinctive styles used by effective
leaders
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The University of Michigan
Leadership Model
 Job-centered Behavior: managers pay more attention
to the job and work procedures
 Employee Centered Behavior: managers pay more
attention to employee satisfaction and making work
groups cohesive
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The Ohio State Leadership Model
 Initiating Structure: leadership behavior that organizes
and defines what group members should be doing
 Consideration: leadership behavior that expresses
concern for employees by establishing a warm, friendly,
and supportive climate
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Panel 14.5
The Leadership Grid Model
Concern for people
High
Country club
1,9
Team
9,9
Middle-of-the-road
5,5
Impoverished
1,1
Task
9,1
Low
Low
High
Concern for production
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Contingency Approach
 Contingency Approach
effective leadership
behavior depends on the
situation at hand
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
Fiedler’s Approach
Contingency Leadership Model determines correct
match between leadership style and the situation at
hand
Task-oriented Leadership
Is best under
situations of high or
low control
Relationship-oriented
Is best under
situations of moderate
control
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B14-17




Path-Goal Leadership
Path-goal Leadership Model holds that the effective
leader clarifies paths through which subordinates can
achieve goals, both organizational and personal
Clarifying the paths
Removing barriers
Increasing opportunities for personal satisfaction
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B14-18
Situational Leadership
 Situational Leadership Theory leadership behavior
reflects how leaders should adjust their leadership style
according to the readiness of the followers
 Readiness the extent to which a follower possesses the
ability and willingness to complete a task
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B14-19
Hersey & Blanchard’s Situational Leadership
Model
Leader Behavior
Relationship Behavior
(supportive behavior)
High
Participating
S3
Share ideas and
facilitate in
decision
making
Selling
S2
Explain decisions
and provide
opportunity for
clarification
Delegating
S4
Turn over
responsibility for
decisions and
implementation
Low
Low
High
R4
Task Behavior
High
Follower Readiness
Moderate
R3
R2
Follower-Directed
McGraw-Hill/Irwin
Telling
S1
Provide specific
instructions and closely
supervise performance
Low
R1
Leader-Directed
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
B14-20
Full Range Leadership: From Laissez-Faire,
Through Transactional, to Transformational
 Full range leadership: suggests that leadership
behavior varies along a full range of leadership styles,
from laissez-faire, through transactional leadership, to
transformational leadership.
 Transactional leadership: focusing on clarifying
employees’ roles and task requirements and providing
rewards and punishments contingent on performance.
 Transformational leadership: transforms employees
to pursue organizational goals over self-interests.
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B14-21
Servant Leadership
 Servant Leaders focus
on providing increased
service to others—
meeting the goals of
both the followers and
the organization—rather
than themselves
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B14-22
Ten Characteristics of Servant
Leadership
1)
2)
3)
4)
5)
Focus on listening
Ability to empathize with others’ feelings
Focus on healing the suffering
Self-awareness of strengths and weaknesses
Use of persuasion rather than positional authority to influence
others
6)
Broad-based conceptual thinking
7)
Ability to foresee future outcomes
8)
Belief that they are stewards of their employees and resources
9)
Commitment to the growth of people
10) Drive to build community within and outside the organization
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Shared Leadership
 Shared leadership: is a simultaneous, ongoing,
mutual influence process in which people share
responsibility for leading.
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B14-24
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Leading for Loyalty
Preach what you practice
Play to win-win
Be picky
Keep it simple
Reward the right results
Listen hard, talk straight
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B14-25
Panel 14.11
Level 5 Leadership
Level 5: Executive
Level 4: Effective Leader
Level 3: Competent Manager
Level 2: Contributing Team Member
Level 1: Highly Capable Individual
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B14-26
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6)
Six Secrets to Successful ELeaders
Create the future rather than a better status quo
Create a teachable vision
Follow a strategy your customers set, not you
Foster a collaborative culture
Think globally
Thrive on information
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Key Terms Used in This Chapter
 Authority
 Path-goal leadership model
 Behavioral leadership
approaches
 Personalized power
 Contingency approach
 Readiness
 Contingency leadership model
 Referent power
 Coercive power
 Reward power
 E-leadership
 Servant leadership
 Emotional intelligence
 Shared leadership
 Expert power
 Situational leadership theory
 Full-range leadership
 Socialized power
 Leadership
 Trait approaches to leadership
 Leadership grid model
 Transactional leadership
 Legitimate power
 Transformational leadership
 Power
 Meta-analysis
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.