Mar 30 PAPER DUE 7TH Power 1 Power is like the wind a It cannot be seen i But the effect can be felt b Social power is i The ability or potential of one person to influence the attitude and behaviors of one or more people to bring about desired outcomes ii The definition of leadership c Influencing effect i The degree of actual change in the target person s attitudes or 2 Power Bases behaviors a 1958 Raven and French b 5 power bases i Reward 1 The problem is if you start with this they always expect it afterward and it can become difficult to keep up that behavior ii Coercive iii Legitimate iv Expert 1 Very temporary as you have to keep up the force 2 Often comes at threats 1 Assigned power based off of a title 2 Doesn t matter if you are good in the position or not 1 Power comes from their knowledge and experience 2 Like an expert witness in a trial 3 Like coaches on American Idol 4 May not have a high position or title but are super important v Referent 1 Basis of servant leadership 2 You respect the leader so you want to do things for them regardless of what it is that they ask you to do 3 As a leader you have to establish a great relationship for this to happen 4 And you can t abuse the power or you will lose everything that you have worked for c Position powers have to have a power or position over them i Reward ii Coercive iii Legitimate iv Must be use appropriately to get compliance 1 They do what you ask no more and no less v If used excessively you will get resistance either overtly or covertly d Personal powers just because of your relationships and knowledge i Expert ii Referent iii Don t have to worry about appropriateness or excessiveness because that is not why you are that kind of leader 1 If you do use it wrong you will lose everything iv You get commitment 3 Obtaining power a ABCDE Plan i Assess own power bases ii Be visible iii Control the resources iv Do not have an out group v Empower others b Addiction to power Apr 1 Followership essay question 1 Why does it matter a Definition of leader b Influence i Audience is your followers c Swap and we are the followers d Contingency theory 2 Table stool picture on phone 3 Kelly s Styles of Followership in 1992 a Two dimensions i Thinking and behavior ii How you describe them b Thinking i Critical i Influencing a group of people your followers 1 Being mindful of the effects of people s behavior on achieving organizational goals Internal locus of control 2 3 Offer constructive criticism creativity and innovation 1 Don t consider possibilities beyond what he or she is ii Uncritical told 2 External locus of control 3 Does not contribute to the cultivation of the organization c Behavior i Passive 1 Need for constant supervision and prodding by superiors 2 Laziness 3 Avoids responsibility 4 Theory X followers ii Active 1 Participate fully in the organization 2 Goes above and beyond limits of the job 3 4 Theory Y followers Initiates problem solving and decision making d 4 types of followers i Alienated 1 Critical and passive 2 Skeptical and actively critical but passive in their behavior I think therefor I critique 3 4 Probably used to be really good at their job but they got burned one too many times ii Passive 1 Uncritical and passive 2 Sheep 3 Think for me motivate me 4 Do what they re told nothing more nothing less 5 You have to pay special attention to these people 1 Uncritical and active 2 Yes Men 3 Super active and want your attention as a leader 4 Puppies iii Conformist iv Effective 1 Critical and active 2 Star followers 3 Thinkers and doers 4 Self managers problem solvers 5 Leader may be threatened by them a You don t have to use positional power so how v Pragmatic survivor do you handle them 1 Middle of everything 2 They sit on the fence where it s hard to keep your balance a You go where the wind blows according to where the organization is going Apr 8 Contingency Theory 1 Definition a Effective leadership is contingent on matching leader s style to the right setting 2 Assessment is based on a Leadership style i Task motivated 1 Leaders are concerned primarily with reaching a goal ii Relationship motivated 1 Leaders are concerned with developing close interpersonal relationships iii Leader style measurement scale 1 Least preferred co worker scale a High LPC is relationship motivated i Self esteem from relationships ii Focus on people iii Please others iv Consider loyalty of coworkers to be key v Bored with details b Low LPC is task motivated i Self esteem from completion of task ii Focus on task first iii Hard on failing employees iv Competence of coworkers key v Enjoys details b Situational variables i Leader member relations 1 Most influential 2 Group atmosphere a Degree of confidence loyalty and attraction of followers for leader 3 Good has high degree of trust liking and positive relationship 4 Poor is little or no trust friction exists and 1 Degree to which requirements of a task are clear and unfriendliness ii Task structure spelled out 2 High structure known exists 3 Low structure known a Requirements and rules are clearly stated and b Path to accomplish has few alternatives c Task completion can be clearly demonstrated d Limited number of correct solutions only one a Requirements and rules are not clearly stated or b Path to accomplish has many alternatives c Task completion cannot be clearly demonstrated or verified d Unlimited number of correct solutions exist iii Position power 1 Least influential 2 Designates the amount of authority a leader has to reward or punish followers 3 Strong power a Authority to hire or fire give raises in rank or 4 Weak power pay pay a No authority to hire or fire give raises in rank or 3 How does it work a If individual s style matches appropriate category in the model the leader will be effective If it doesn t match they will not be effective b c 1 is mot favorable 8 is least d Low LPC i Task oriented ii 1 2 3 8 e Middle i 1 2 3 f High LPC i Relationship oriented ii 4 5 6 7 g Style is fixed situation is not i Change situation to fit leader style ii Or get a new leader to fit situation Apr 13 Situational Leadership Theory 1 Based on 3 action interplay a Amount of direction a leader gives i Amount of task oriented b Amount of socioemotional support a leader gives i Amount of relationship oriented c Development level of followers i On each specific task ii You must diagnose their follower level 2 Accounting for followership a 1st model to bring followers into the system of