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BREAKING NEWS!!!
BU1104/BU1804 Final Exams Date:
When: Mon, 25th January Monday 10 am – 12:30
How long: 2 ½ hr paper
Place: C4-14, C4-13
Format:
Section A: Answer 2 out of 4 questions (40 marks)
Section B: Case Study: Answer 3 out of 5 questions
(60 marks)
Topics for Exams
Session 4 : Ethics & Corporate
Social Responsibility
Session 5: Historical & Scientific
Perspective of Management
Ch 4
Session 6: What is Management?
Planning
Ch 1
Ch 5
Session 7: Organisation Part 1
Session 8: Organisation Part 2
Session 9: Leadership
Power & Politics
Session 10: Control
Ch 2
Ch 9
Ch 10
Ch 7:119-125
Ch 11
Ch 9:156-158
Ch 13
Ch 15
2
Second video assignment on
Leadership in the NSW Fire Brigade
• Available already this week. Video link is
found on the assignment brief
• Due next Thursday (14/2) in tutorial
• Submit only one hard copy and only one
online copy to Safe Assign with both names
• Attach marking criteria, peer evaluation form
and assignment cover sheet to assignment
• Stapled the whole assignment to a paper
folder before handing in.
This Week’s Tutorial
• Is already on blackboard
• Case study on: Apple & Tim Cook
• Make sure you prepare your individual work
write their group answer in 2 paragraphs.
Course Evaluation Survey
• The online feedback on the course is already
open on your LearnJCU website
• Please go onto the website – click Feedback to
fill up the evaluation form
• Next week in the last lecture, I will be giving
you time to do this feedback online – make
sure you have your laptop with you.
Reflection of Learning Experience survey
• Next week in the lecture
• This short survey with a post-subject
language assessment task (paragraph writing) will
serve as a reflection of your learning experience
in BU1104/BU1804 or Business, Environment and
Society in the Tropics.
• This also aims to get your views on the
contextualised English support workshops
provided for you by the Learning Support team of
JCU Singapore.
Session 9: Leadership: Power & Politics
Chapter 13
Session 9: Learning outcomes
After reading this chapter you should be able to:
1. Explain what leadership is
2. List and explain the different types of leadership power
3. Describe the difference between managers and leaders.
4. Explain trait & behavioural theory
5. Describe two types of contingency/situational leadership
approaches :Fiedler’s Contingency Theory; House’s Path–
Goal theory.
6. Explain how strategic & visionary leadership (i.e.
charismatic and transformational leadership) helps
leaders achieve strategic leadership e.g. in times of crises
Leadership & Power

Leadership
The process of influencing others to
achieve group or organisational goals

Power
A person or group’s potential to have an
effect on another’s behavior
Types of Power

Position Power
Legitimate 合法的
Reward
Coercive 强制的

Personal Power
Expert
Informational
Referent
Persuasive
Summary
Types of Power
Positional Power
1.Coercive
The ability to threaten or punish
undesirable behaviour
2. Reward
The ability to reward behaviour that one
wants to occur
3. Legitimate
Power based on the recognition &
acceptance of a person’s authority
Personal Power
4. Expert
5. Referent
Power based on one’s credibility or
perceived expertise in one area
Power based on another's liking &
admiration
1. Leadership, Management & Power
• Position power
– Legitimate power
• Power derived from a person’s position or job (managerial
hierarchy) in an organisation. E.g. CEO
– Reward power
• Power based on the capacity to provide valued rewards to
others. E.g.
– Coercive power
• Power based on the ability to punish and threaten others.
1. Leadership, Management & Power
• Personal power
– Expert power
• Power that stems from special knowledge of or skill in the tasks
performed by employees.
E.g. accounting, engineer have knowledge in accounting and
engineering
– Referent power
• Power that results from characteristics that command employee’s
identification, respect and admiration, so that they wish to emulate
the leader.
E.g. mother Theresa, Gandhi
• Significant trend today:
Empowerment : the process through which managers enable others to gain
power and achieve influence within the organization
Leadership
• Different theories of leadership
• Some suggest leaders are different
from managers
Leaders versus managers
Managers
Leaders
Do things right
Status quo
Short-term
Means
Builders
Problem solve
Do the right thing
Change
Long-term
Ends
Architects
Inspire and motivate
Leadership
traits
who leaders are
Leadership
behaviours
Leadership Theories
3.Contingency/situational
Approaches
2. Behavioural
Theories
1. Trait
theory
 Blake and
Mouton’s
Leadership
grid
 Fiedler’s contingency theory
 House path-goal theory
1. Leadership Theory: Trait Theory
• Early research focused on distinguishing
personal characteristics of great leaders
eg intelligence, appearance, values
• ‘Great man’ theories evolved into trait
theories in early 20th century examined physical, social and workrelated characteristics of leaders
1. Trait Theory: Great Person’s Theory
Drive
Self-confidence
Creativity
Cognitive ability
Business knowledge
Motivation
Flexibility
Honesty and integrity
Desire to lead
Knowledge of the business
Emotional stability
But traits alone are not sufficient for successful
leadership – only a precondition. Researchers next
looked at how leaders behave…...
2. Leadership behaviour
• Traits alone cannot explain leadership.
• Two leader behaviour that underlie behavioural
theories:
– Initiating structure: the degree to which a leader
structures the roles of followers by setting goals,
giving directions and setting deadlines.
– Consideration: the extent to which a leader is friendly,
approachable and supportive and shows concern for
employees.
Behavioral Theory:
Blake/Moulton Leadership Grid
Blake and Mouton’s Leadership Grid ®
Figure 5.3 Campling et al (2008)
3. Contingency/Situational Approaches
Situational leadership theory
• A model of leadership that describes the
relationship between leadership styles and specific
organisational situations
• Two major situational leadership approaches:
A. Fiedler’s contingency theory
B. Path-goal theory
A.Fiedler’s contingency theory :
Putting leaders in the right situation
Situational
favourableness
Group
performance
=
Leadership
style
To maximize work group performance, leaders must be
matched to the situation that best fits their leadership
style
A.Fiedler’s contingency theory :
Putting leaders in the right situation
A contingency approach that argues effective
leadership depends on matching the leader’s style
with the situation most favourable for success
Determining leadership style:
 Task-oriented leaders
 Relationship-oriented leaders
Diagnosing situational control:
 Quality of leader–member relations (good or poor)
 Degree of task structure (high or low)
 Amount of position power (strong or weak).
A.Fiedler’s contingency theory :
Assumptions:
1. Leaders are effective when the work groups they
lead perform well.
2. Leaders are generally unable to change their
leadership styles and that leaders will be more
effective when their leadership styles are
matched to the proper situation.
3. Whether the situation is favourable for a leader
depends on the degree to which the situation
permits the leader to influence the behavior of
group members.
A.Fiedler’s contingency theory :
Putting leaders in the right situation
1. Least preferred coworker : measures leadership style
2. Situational favorableness : whether a situation allows or
denies leader to influence behavior of group members
3. Matching leadership styles to situations
 Leaders are assessed by the conduct and
performance of the people they supervise
A.Fiedler’s contingency theory : Leadership style:
determined by 1. least preferred coworker scale
• Leadership style is the way a leader generally behaves
toward followers (seen as stable and difficult to change).
• Leadership style is measured by the least preferred
coworker (LPC) scale:
– relationship-oriented
– task-oriented
Leadership style:
1. least preferred coworker scale
Fiedler's least preferred coworker (LPC) scale. How would you
rank your least-preferred co-worker?
LPC described as:
Leadership Style
Positive
Relationship-oriented
Negative
Task-oriented
Moderately
Flexible
2. Situational favourableness
The degree to which a particular situation either permits
or denies a leader the chance to influence the behaviour
of group members.
Three factors:
• Leader-member relations
degree to which group supports the leader: is it good or
poor?
• Task structure
degree to which task goals, procedures & guidelines are
clearly spelt out : is it highly structured of low?
• Position power
degree to which the position gives the leader power to
reward & punish employees: is it strong or weak?
Exhibit 10.5: Fiedler’s classification of situation favourableness
Source: Samson & Daft textbook
Combinations of situational characteristics
Moderately favourable
Very favorable
Unfavourable
Leadermember
relations
Good
Good
Good
Good
Poor
Poor
Poor
Poor
Task Structure
High
High
Low
Low
High
High
Low
Low
Leader
Position
Power
Strong
Weak
Strong
Weak
Strong
Weak
Strong
Weak
Situations
I
II
Favourable
Situational
control
Very
high
Preferred
leadership
style
Task oriented
III
IV
V
Moderately Favourable
Moderate
Relationship oriented
VI
VII VIII
Unfavourable
Very
low
Task oriented
3. Matching leadership styles
to situations
Favourable
Moderately Favourable
Unfavourable
Relationship-oriented leaders with high LPC scores were better leaders (i.e.,
their groups performed more effectively) under moderately favourable situations.
Contingency approaches:
B. House’s path-goal leadership theory
 An effective leader clarifies paths through which
followers can achieve both task-related and personal
goals.
 Leadership style should contribute what is missing or
is weak in the situation:
Leadership style
Situation
1. Directive leadership:
Follower lacks self- confidence
2. Supportive leadership:
Job is ambiguous
3. Achievement oriented
leadership
Job lacks challenge
4. Participative leadership
Job lacks empowerment or the correct type of
reward
B. Path Goal Leadership Theory
Leadership styles
1. Directive:
• clarifying expectations and guidelines
2. Supportive:
• being friendly and approachable
3. Achievement-oriented: setting
challenging goals
4. Participative: allowing input on decisions
B. Path Goal Leadership Theory:
Basic Assumptions
• Clarify paths to goals
• Clear paths to goals: solve problems and remove
roadblocks
• Increase the number and kinds of rewards available for
goal attainment
• Do things that satisfy followers today or will lead to
future rewards or satisfaction
• Offer followers something unique and valuable beyond
what they’re experiencing
Contingency approaches:
(iii) House’s path-goal leadership theory
Critique of Contingency Approaches
Strengths:
• Moved beyond trait and behavioural approaches to consider the
role of context or situation in leader effectiveness
Weaknesses:
• List of possible contingencies is endless
• Research is yet to identify which are the most important
contingencies that affect leader effectiveness
• Leaders can also control and change contingencies. That is, leaders
are not passively subject to situational contingencies… This has led
researchers more recently to look at change theories
Source: Ireland, R.D. and Hitt, M.A., 1999, Achieving and maintaining strategic competitiveness in the
21st century: The role of strategic leadership, Academy of Management Executive, 13(1), p. 54
Strategic leadership
Refers to a leader’s ability to anticipate, envision, maintain
flexibility, think strategically and work with others to
initiate changes that will create a positive future for an
organisation.
Inspires change and extraordinary efforts to achieve
organisational goals.
Visionary leadership
Charismatic
leadership
Transformational
leadership
Charismatic Leadership
Charismatic leaders
The impact of charismatic leaders is generally from:
• stating a lofty vision of an imagined future that employees identify with
• shaping a corporate value system for which everyone stands
• trusting employees and earning their complete trust in return
• Creates an exceptionally strong relationship between leader and follower.
• Charismatic leaders:
– model values consistently with vision
– communicate high performance expectations
– display confidence in followers’ abilities
– motivate employees to transcend their expected performance & create
an atmosphere for change
– Have an emotional impact on employees, Inspire followers to ‘break the
rules’
Kinds of charismatic leaders
• Ethical charismatics
–
–
–
–
–
provide developmental opportunities
open to positive and negative feedback
recognise others’ contributions
share information
concerned with the interests of the group.
• Unethical charismatics
–
–
–
–
control and manipulate followers
do what is best for themselves
only want positive feedback
motivated by self-interest.
Ethical and unethical charismatics
Transformational Leadership
 Distinguished by a special ability to bring about innovation
and change
 Agents of change in organisation’s mission, strategy,
structure and culture and also promote innovation in
products and technologies
 Focus on tangibles and intangibles
 Ideal managers to have during major organizational change
because they have the visionary component of the
charismatic leader but also have the staying power and
energy to see change through to completion
 Generates awareness and acceptance of group’s purpose
and mission.
 Gets followers to accomplish more than they intended
or thought possible.
Components of
transformational leadership
1.
2.
3.
4.
Charisma or idealised influence.
Inspirational motivation.
Intellectual stimulation.
Individualised consideration.
Managing Crises & Unexpected Events:
Different emphasis on roles
Eight Steps for Maintaining Trust During Crisis Situation
1. Own the problem.
- That means embody, publicly and privately, the preparation for and handling of the disaster, as
well as the cleanup following it.
2. Intervene early and often.
- You must rely on your team, but if they fail to meet the mark, you are the one whose career is
at risk. Insert yourself into the process deeply and irregularly, pepper all levels of managers
and executers with questions, exercise your good judgment, make changes to plans if needed,
and make sure they know that you are watching.
3. Become the face and voice of leadership.
- Make sure to communicate relentlessly and honestly to the populace throughout the disaster.
News conferences giving storm preparation tips, weather updates, municipal rescue updates,
and then plans for fast clean up and up-to-the minute progress reports are critical in building
constituents’ trust in your leadership.
- You cannot communicate too much. It is better that people get sick of you, and turn you off,
than complain that you can’t be found. The reassurance of seeing a mayor or governor on TV,
taking things firmly in hand, cannot be overemphasized.
4. Give people a feedback mechanism, and act on it.
- Whether through a telephone hotline, website, social media, or other channels, make sure that
crisis communication is two-way, providing ample evidence through those media that you are
listening and acting on complaints, suggestions, or problems in real time.
Eight Steps for Maintaining Trust During Crisis Situation
5. Mind your messages.
-
Think through your messaging very, very carefully before you deliver them, and make sure that
your entire team coordinates with them.
- Call for preparation, of course. Provide checklists. Urge prudent behaviour. Never, blame the
victims once the crisis hits, even if they’ve failed to follow your advice. Be there to reassure, be
there to solve, be there to support, but never to chastise or to leave folks to their own devices.
6. Show humanity.
- In the same vein, it is up to the leader to show not only strength and impact but also
compassion and humanity.
- Tell stories, honor heroes, use your bully pulpit to encourage people to help one another, and
then reward them for it.
7. Continuously improve your responses.
- Another concept from the Army is the “after action review.” That is where, without casting
blame, a leader and his or her team review the entire action performance and note how it
could be improved in the future.
- Then, changes are instituted immediately, so that in each subsequent crisis, municipal response
continues to improves. This concept should be lifted whole, and implemented quickly.
8. Display post-trauma resilience.
- We always hope to grow from crisis.
- A true leader brings us closer to growth. He or she lives it personally and glorifies others who
do so too, charting a course out of trauma. That should be the goal of every crisis leader.
Download from LearnJCU:
1. LEADERSHIP IN CRISIS by Gordon Meriwether
2. Handling of MH370 Crisis
Contemporary leaders
• Great leaders are able to
–
–
–
–
–
–
–
–
–
–
–
50
Set vision and strategy
Communicate/inspire
Have integrity
Be tough and performance orientated
Be humble
Be empathic
Be knowledge focused
Use energy and passion
Be smart (IQ)
Be agile/flexible
Be customer focused
Session 9: Learning outcomes
After reading this chapter you should be able to:
1. Explain what leadership is
2. List and explain the different types of leadership power
3. Describe the difference between managers and leaders.
4. Explain trait & behavioural theory
5. Describe two types of contingency/situational leadership
approaches :Fiedler’s Contingency Theory; House’s Path–
Goal theory.
6. Explain how strategic & visionary leadership (i.e.
charismatic and transformational leadership) helps
leaders achieve strategic leadership e.g. in times of crises