Management a practical introduction 3rd kinicky chapter 14

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin4 Chapter 14: Power, Influence, & Leadership From Becoming a Manager The Full-Range Model Six Additio

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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Major Questions

 I don’t want to be just a manager, I want to be a leader—what’s

the difference between the two?

 What does it take to be a successful leader?

 Do effective leaders behave in similar ways?

 How might effective leadership vary according to the situation

at hand?

 What does it take to truly inspire people to perform beyond

their normal levels?

 If there are many ways to be a leader, which one would most

likely describe me?

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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Chapter 14: Power, Influence, & Leadership

From Becoming a Manager

The Full-Range Model

Six Additional Perspectives

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.1 The Nature Of Leadership:

Wielding Influence

WHAT IS THE DIFFERENCE BETWEEN

MANAGERS & LEADERS?

Leadership is the ability to influence employees

to voluntarily pursue organizational goals

Managers and leaders are not one and the

same

Mangers have legitimate power to plan,

organize, and control

Leaders create a vision and strategic plan for

the company, which managers then implement

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

Managers cope with complexity through:

-planning and budgeting

-organizing and staffing

-controlling and staffing

Leaders cope with change by:

-setting a direction

-aligning people

-motivating and inspiring

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

their jobs — controlling

and problem solving

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

Power is the extent to which a person is able to

influence others so they respond to orders

Personalized power is directed at helping

oneself

Socialized power is directed at helping others

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1 Legitimate Power – influencing behavior

because of one’s formal position All managers have legitimate power over their employees; deriving from their positions

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Five Sources of Power

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2 Reward Power – influencing behavior by

promising or giving rewards all managers have; results from manager’s authority to reward their subordinates

Rewards can range from praise to pay raises

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Five Sources of Power

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3 Coercive Power – influencing behavior by

threatening or giving punishment All managers have; results from the manager’s authority to punish their subordinates

Punishment can range from verbal or written reprimands to demotions or terminations

Must be used judiciously

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Five Sources of Power

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4 Expert Power – influencing behavior

because of one’s expertise

Results from one’s specialized information

or expertiseExpertise, or special knowledge, can be mundane or sophisticated

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Five Sources of Power

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5 Referent Power – influencing behavior

because of one’s personal attraction Power derived from one’s personal attraction

Characterizes strong, visionary leaders

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Five Sources of Power

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14.1 The Nature Of Leadership:

Wielding Influence

HOW CAN YOU GET YOUR WAY AT WORK?

The ability to get others to follow your wishes is

influence

There are nine ways to try to influence others:

-rational persuasion - convincing someone by

using logic, reason, or facts

-inspirational appeals - building enthusiasm or

confidence by appeals to emotions, ideals, or values

-consultation - getting others to participate in a

decision or change

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.1 The Nature Of Leadership:

Wielding Influence

-ingratiating tactics - acting humble or friendly

before making a request

-personal appeals - referring to friendship and

loyalty when making a request

-exchange tactics - reminding someone of past

favors or offering to make a trade

-coalition tactics - getting others to support your

effort

-pressure tactics - using demands, threats, or

intimidation

-legitimating tactics - basing a request on implied

support from superiors, or on rules or policies

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.2 Trait Approaches: Do Leaders Have

Distinctive Personality Characteristics?

DO SUCCESSFUL LEADERS HAVE DISTINCTIVE TRAITS?

Trait approaches to leadership attempt to identify

distinctive characteristics that account for the effectiveness

of leaders

James Kouzes and Barry Posner proposed that the

personal traits that were looked for and admired in leaders were honesty, competency, a forward-looking mentality, the ability to inspire, and intelligence

Larry Bossidy, CEO of AlliedSignal, suggests that the four qualities that are most important when he is interviewing

and evaluating job candidates are the ability to execute, a career runway, a team orientation, and multiple experiences

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.2 Trait Approaches: Do Leaders Have

Distinctive Personality Characteristics?

Timothy Judge did two meta-analyses (a

statistical pooling technique that permits

behavioral scientists to draw general conclusions about certain variables from many different

leaders) on traits and leadership

Judge found that extroversion, openness, and

conscientiousness were all important to leadership effectiveness

Judge also found that personality was more

important than intelligence for leadership

effectiveness

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics?

Women tend to have more leadership traits

than men, but hold fewer leadership positions

CEOs believe this may be because women lack significant general management experience, and have not been around long enough to be selected

Women believe that male stereotyping and

exclusion from important informal networks

contribute to the problem

Other reasons may be because women are not willing to compete as hard as men, or make the necessary personal sacrifices

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.3 Behavioral Approaches: Do Leaders

Show Distinctive Patterns of Behavior?

DO EFFECTIVE LEADERS BEHAVE IN SIMILAR

WAYS?

Researchers have studied behavioral leadership

approaches to determine the distinctive styles used by

effective leaders

The University of Michigan study identified two forms of leadership:

1 Managers with job-centered behavior pay more

attention to job and work procedures

2 Managers with employee-centered behavior pay more attention to employee satisfaction and making work groups cohesive

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

1 Initiating structure is leadership behavior that organizes

and defines what group members should be doing

2 Consideration is leadership behavior that expresses

concern for employees by creating a warm, friendly,

supportive climate

From both studies, we know that effective leaders:

-have supportive or employee-centered relationships with employees

-use groups rather than individual methods of supervision

-set high performance goals

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

HOW DOES EFFECTIVE LEADERSHIP VARY

WITH THE SITUATION?

Proponents of the contingency approach to

leadership believe that effective leadership

behavior depends on the situation at hand

There are three contingency approaches:

1 The contingency leadership model, developed

by Fred Fiedler, determines if a leader’s style is

task oriented , or relationship oriented , and if that style is effective for the situation at hand

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

Once an individual’s leadership orientation is

known, you determine situational control (how

much control and leadership a leader has in the

immediate work environment)

There are three dimensions of situational control:

-leader-member relations - the extent to which a leader has support, loyalty, and trust of the group

- task structure - the extent to which tasks are

routine, unambiguous, and easily understood

-position power - how much power a leader has

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

Neither leadership style works all the time

The task oriented approach works well in high control or low control situations

The relationship oriented approach works well

in moderate control situations

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

2 The path-goal leadership model, developed by Robert House, holds that the effective leader

makes desirable awards available to followers,

and increases their motivation by clarifying the

paths (behavior) that will help them achieve those

goals and providing them with support

House revised his theory to say that employee characteristics and environmental factors cause some leadership behaviors to be more effective than others

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

where: employee characteristics include locus of

control, task ability, need for achievement, experience, and need for path-goal clarity, environmental factors include

task structure and work group dynamics, and leader

behaviors include path-goal clarifying, achievement

oriented, work facilitation, supportive, interaction

facilitation, group oriented decision making,

representation & networking, value-based

Further research is needed to determine how well

House’s revised theory holds up

However, we do know that it can be useful to have more than one leadership style, and that leadership style should

be modified to fit employee and task characteristics

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

Figure 14.1: General Representation Of House’s Revised

Path-Goal Theory

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

3 Paul Hersey and Kenneth Blanchard proposed the

situational leadership theory which suggests that leaders

should adjust their leadership style according to the

readiness (extent to which employees are willing and able

to complete a task) of followers

-relationship behavior is the extent to which leaders

maintain personal relationships with their followers

-task behavior is the extent to which leaders organize and explain the role of their followers

The Hersey-Blanchard model is widely used as a

training tool, but because it has not been strongly

supported by scientific research, managers should be

cautious when using prescriptions from the model

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.4 Contingency Approaches: Does

Leadership Vary With The Situation?

Figure 14.2: Hersey and Blanchard’s Situational Leadership Model

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership

HOW CAN PEOPLE BE INSPIRED TO PERFORM

BEYOND THEIR NORMAL LEVELS?

Full-range leadership, proposed by Bernard Bass and

Bruce Avolio, suggests that leadership behavior varies along

a full range of leadership styles, from take-no-responsibility leadership at one extreme through transactional leadership ,

to transformational leadership at the other extreme

Managers with transactional leadership focus on clarifying employees’ roles and task requirements and providing

rewards and punishments contingent on performance

Transactional leaders are best in stable situations

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

people to do exceptional things

Transformational leaders are influenced by individual characteristics (they tend to be more extroverted,

agreeable, and proactive than nontransformational

managers), and organizational culture (adaptive, flexible cultures foster transformational leadership)

The best leaders have both transactional and

transformational qualities

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership

Transformational leaders have four key behaviors:

1 They have charisma (a form of interpersonal

attraction that inspires acceptance and support),

and offer a vision for the organization

2 They have integrity, high ethical standards, and desirable values

3 They encourage employees to grow and excel by giving them challenging work, more responsibility, empowerment, and mentoring

4 They are good at communicating the company’s strengths, weaknesses, opportunities, and threats

so that employees see them as personal challenges

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership

There are three important implications of

transformational leadership for managers:

1 Job satisfaction, organizational commitment, and performance can all be improved using

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.6 Six Additional Perspectives

ARE THERE OTHER KINDS OF LEADERSHIP?

There are six additional types of leadership:

1 The leader-member exchange (LMX) model of

leadership emphasizes that leaders have different sorts of relationships with different subordinates

2 Shared leadership is a simultaneous, ongoing, mutual

influence process in which people share responsibility for leading

3 Servant leaders focus on providing increased service

to others - meeting the goals of both followers and the

organization – rather than to themselves