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Chapter 15
Influence, Power and Leadership
Instructor: IFTEKHAR AMIN CHOWDHURY
 Influence

Any attempt by a person to change the behavior of
superiors, peers, or lower-level employees




Is not inherently good or bad
Can be used for purely selfish reasons
Can be used to subvert organizational objectives
Can be used to enhance organizational effectiveness
Instructor: IFTEKHAR AMIN CHOWDHURY
 Consultation
 Rational
persuasion
 Inspirational appeals
 Ingratiating tactics
 Coalition tactics
 Pressure tactics
 Upward appeals
 Exchange tactics
Instructor: IFTEKHAR AMIN CHOWDHURY
 What


The ability to marshal the human, informational,
and material resources to get something done
Power has an effect on:




Is Power?
Decisions
Behavior
Situations
Types of power



Power over: The ability to dominate
Power to: The ability to act freely
Power from: The ability to resist the demands of others
Instructor: IFTEKHAR AMIN CHOWDHURY
Instructor: IFTEKHAR AMIN CHOWDHURY
 Reward
power: Having the ability to grant
rewards
 Coercive power: Gaining compliance through
threats or punishment
 Legitimate power: Gaining compliance based on
the power associated with holding a superior
position
 Referent power: Gaining compliance based on
charisma or personal identification
 Expert power: Gaining compliance based on the
ability to dispense valued information
Instructor: IFTEKHAR AMIN CHOWDHURY
 Empowerment
is making employees full
partners in the decision-making process and
giving them the necessary tools and rewards.


Power is viewed as an unlimited resource.
Traditional authoritarian managers feel
threatened.
 Threats




to Empowerment
Dishonesty
Untrustworthiness
Selfishness
Inadequate skills
Instructor: IFTEKHAR AMIN CHOWDHURY
 Leadership

The process of inspiring, influencing, and guiding
others to participate in a common effort
 Formal

Leadership
The process of influencing others to pursue official
organizational objectives
 Informal

Defined
Leadership
The process of influencing others to pursue
unofficial objectives that may or may not serve
the organization’s interests
Instructor: IFTEKHAR AMIN CHOWDHURY
Source: Reprinted from Organizational Dynamics, Vol. 33, Peter Lorenzi, “Managing for the Common Good: Prosocial Leadership,”
p. 286, Copyright 2004, with permission from Elsevier.
Instructor: IFTEKHAR AMIN CHOWDHURY
Instructor: IFTEKHAR AMIN CHOWDHURY
 The
search for universal traits possessed by all
leaders
 An early trait profile found moderate
agreement on five traits:





Intelligence
Scholarship
Dependability in exercising responsibilities
Activity and social participation
Socioeconomic status
Instructor: IFTEKHAR AMIN CHOWDHURY
 Emotional
Intelligence (EI): The ability to
monitor and control one’s emotions and
behavior in complex social settings
 Leadership




Traits Associated with EI
Self-awareness
Self-management
Social awareness
Relationship management
Instructor: IFTEKHAR AMIN CHOWDHURY
 During
World War II, researchers studied the
patterns of leader behaviors (leadership styles)
rather than who the leader was (traits).



Democratic style
Authoritarian style
Laissez-faire (hands-off) style
Instructor: IFTEKHAR AMIN CHOWDHURY
Instructor: IFTEKHAR AMIN CHOWDHURY
 Initiating
structure: Leader’s efforts to get
things organized and to get things done
 Consideration:
The degree of trust, friendship,
respect, and warmth that the leader extends to
subordinates
 Four
–
–
–
–
Leadership Styles
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration
Instructor: IFTEKHAR AMIN CHOWDHURY
Instructor: IFTEKHAR AMIN CHOWDHURY
 The
belief that there is one best style of
leadership

Concern for production: The desire to achieve
greater output, cost-effectiveness, and profits

Concern for people: Promoting friendships,
helping coworkers get the job done, and
attending to things that matter to people
Instructor: IFTEKHAR AMIN CHOWDHURY
Reproduced by permission from Leadership Dilemmas-Grid Solutions by Robert R. Blake and Anne Adams McCanse. Copyright
1991, Gulf Publishing Company, Houston, Texas, 800-231-6275. All rights reserved.
Instructor: IFTEKHAR AMIN CHOWDHURY
 9,
1 style: primary concern for production;
people
secondary
 1, 9 style: primary concern for people;
production
secondary
 1, 1 style: minimal concern for production or
people
 5, 5 style: moderate concern for both
production and people to maintain the status
quo
 9, 9 style: high concern for both production and
people
(commitment, trust, and teamwork)
Instructor: IFTEKHAR AMIN CHOWDHURY
 Fiedler’s


Contingency Theory
Performance of the leader depends on:
 The degree to which the situation gives the
leader control and influence (favorableness of
the situation)
 The leader’s basic motivation to either
accomplish the task or have supportive
relationships with others (task or relationship
motivation)
The challenge is to match the leader with a
suitable situation. It is easier to move the leader
than to change the leader’s style.
Instructor: IFTEKHAR AMIN CHOWDHURY
Instructor: IFTEKHAR AMIN CHOWDHURY
 Transformational

Transformational leaders



Leadership Theory
Are capable of charting new courses for their
organization
Are visionaries who challenge people to do exceptional
things, above and beyond the plan
Transactional leaders


Monitor people so they do the expected, according to
plan in order to maintain the status quo
Get people to do things by offering a reward or
threatening them with a punishment
Instructor: IFTEKHAR AMIN CHOWDHURY
Source: Reprinted from Organizational Dynamics (Winter 1990). Bernard M. Bass et al., “From Transactional to Transformational
Leadership: Learning to Share the Vision,” Copyright 1990, with permission from Elsevier Science.
Instructor: IFTEKHAR AMIN CHOWDHURY
 The
ability to solve everyday problems by
utilizing knowledge gained from experience



Changing oneself (adaptation)
Changing the work environment (shaping)
Finding a new work environment (selection)
 Skills



acquired:
Managing oneself
Managing others
Managing tasks
Instructor: IFTEKHAR AMIN CHOWDHURY
 Learning

from a Mentor
Mentor: Someone who develops another person
through tutoring, coaching, and guidance
 Dynamics


of Mentoring
Serving as a career enhancement tool
Providing psychological support
Instructor: IFTEKHAR AMIN CHOWDHURY
Source: Kathy E. Kram, “Phases of the Mentor Relationship,” Academy of Management Journal, 26 (December 1983): 614 (Exhibit 1).
Reprinted by permission.
Instructor: IFTEKHAR AMIN CHOWDHURY
 Behaviorism

The belief that observable behavior is more
important than inner states (needs, motives, or
expectations)
 Operant

The study of how behavior is controlled by the
surrounding environment
 Behavior


Conditioning
Modification
The systematic management of environmental
factors to get people to do the right things more
often and the wrong things less often
Managing the antecedents and/or consequences of
observable behavior
Instructor: IFTEKHAR AMIN CHOWDHURY
Influence
 Power
 Reward power
 Coercive power
 Legitimate power
 Referent power
 Expert power
 Empowerment

Leadership
 Formal leadership
 Informal leadership
 Emotional intelligence
 Transformational leader
 Mentor
 Behaviorism
 Behavior modification

Instructor: IFTEKHAR AMIN CHOWDHURY