12 2 14 Chapter 17 Managing Leadership and Influence Processes THE NATURE OF LEADERSHIP o The Meaning of Leadership Leadership as a process What Leaders actually do Using non coercive influence to shape the group s or organization s goals Motivating others behavior toward goals Helping to define organizational culture Leaders are people who can influence the behaviors of others without having to rely on force Leadership as a property Who leaders are Characteristics attributed to individuals perceived as leaders Leaders are people who are accepted as leaders by others LEADERSHIP POWER o Power is the ability to affect the behavior of others Legitimate power is granted through the organizational hierarchy Reward power is the power to give or withhold rewards CEO s Assistant Presidents Chief of Staff Coercive Power is the capability to force compliance by means of psychological emotional or physical threat Referent Power is the personal power that accrues to someone based on identification imitation loyalty or charisma Expert power is derived from the possession of information or expertise USING POWER o Legitimate Request a subordinates compliance with a managers request because the organization has given the manager the right to make the request o Instrumental Compliance a subordinate complies with a managers request to get the rewards that the manager controls o Coercion threatening to fire punish or reprimand subordinates if they do not do something o Rational Persuasion convincing subordinates compliance is in their best interest o Personal Identification using the superiors referent power to shape a subordinates behavior o Inspirational Appeal influencing a subordinates behavior through an appeal to a set of higher ideals or values Loyalty o Information Distortion withholding or distorting information which may create an unethical situation to influence subordinates behavior GENERIC APPROACHES TO LEADERSHIP o Leadership Traits Approach Assumed that a basic set of personal traits that differentiated leaders from non leaders could be used to identify leaders and as a tool for predicting who would become leaders The trait approach didn t establish empirical relationships between traits and persons regarded as leaders The Great Man Approach hundreds of studies boil down to five common traits Intelligence Self confidence Determination Integrity Sociability LEADERSHIP BEHAVIORS o Michigan Studies identified two forms of leader behavior Job Centered Behavior managers who pay close attention to subordinates work explain work procedures and are keenly interested in performance Employee Centered Behavior managers who focus on the development of cohesive work groups and employee satisfaction The two forms of leader behaviors were considered to be at opposite ends of the same column o Ohio State Studies did not interpret leader behavior as being one dimensional as did the Michigan studies Initial research assumption leaders who exhibit high levels of both behaviors would be most effective leaders Identified two basic leadership styles that can be exhibited simultaneously Initiating Structure Behavior the leader clearly defines the leader subordinate role expectations formalizes communications and sets the working agenda Consideration Behavior the leader shows concern for subordinates and attempts to establish a friendly and supportive climate Initial assumption of the research was that leaders who exhibit high levels of both behaviors would be most effective leaders Subsequent Research Indicated that Employees of supervisors ranked high on initiating structure were high performers but had low levels of satisfaction and had higher absenteeism Employees of supervisors ranked high on consideration had low performance ratings but had high levels of satisfaction and had less absenteeism Other situational variables make consistent leader behavior predictions difficult SITUATIONAL APPROACHES TO LEADERSHIP o Situational Model of Leader Behavior Assume that appropriate leader behavior depends on the situation situational factors that determine appropriate leader behavior can be identified o Leadership Continuum Tannebaum and Schmidt Continuum identifies a range of levels of leadership from boss centered to subordinate centered leadership Variables influencing the decision making continuum Leaders Characteristics value system confidence in subordinates personal inclinations and feelings of security Subordinates Characteristics independence needs readiness for responsibility tolerance of ambiguity interest in the problem understanding goals knowledge experience and expectations Situational Characteristics type of organization group effectiveness the problem itself and time pressures o Least Preferred Coworker LPC Assumed that leadership style is fixed and situation must be changed to favor leader Appropriate leadership style varies with situational favorableness from the leaders viewpoint LPC scale asks leaders to describe the person with whom they are least able to work well High scale scores indicate a relationship orientation Low scores indicate a task orientation on the part of the leader Situational Favorableness is determined by Leader Member Relations the nature of the relationship b t the leader and the work group Task Structure the degree to which the groups task is defined Position Power the power vested in the leaders position o Path Goal Theory EVANS AND HOUSE Primary Functions of a Leader are To make valued or desired rewards available in the workplace To clarify for the subordinate the kinds of behavior that will lead to goal accomplishment or rewards Leader Behaviors Directive Leader Behavior letting subordinates know what is expected of them giving guidance and direction and scheduling work Supportive Leader Behavior being friendly and approachable having concern for subordinate welfare and treating subordinates as equals Participative Leader Behavior consulting with subordinates soliciting suggestions and allowing participation in decision making Achievement Oriented Leader Behavior setting challenging goals expecting subordinates to perform at high levels encouraging and showing confidence in subordinates o Vrooms Decision Tree Approach Attempts to prescribe a leadership style appropriate to a given situation Basic Premises Subordinate participation in decision making depends on the characteristics of the situation No one decision making process is best for all situations After