Management A Practical Introduction Third Edition Angelo Kinicki & Brian K Williams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 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? McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved Chapter 14: Power, Influence, & Leadership From Becoming a Manager to Becoming a Leader Wielding Influence Trait Approaches Behavioral Approaches Contingency Approaches The Full-Range Model Six Additional Perspectives Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 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 14.1 The Nature Of Leadership: Wielding Influence Managers cope with complexity, while leaders cope with change 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 Managers Vs Leaders Managers Leaders What needs to be done — planning and budgeting Creating arrangements of people to accomplish an agenda — organizing and staffing Ensuring people their jobs — controlling and problem solving What needs to be done — setting a direction Creating arrangements of people to accomplish an agenda — aligning people Ensuring people their jobs — motivating and inspiring McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved 14.1 The Nature Of Leadership: Wielding Influence WHAT ARE THE SOURCES OF POWER IN AN ORGANIZATION? 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Five Sources of Power Legitimate Power – influencing behavior because of one’s formal position All managers have legitimate power over their employees; deriving from their positions McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc All rights reserved Five Sources of Power 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 McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 10 © 2006 The McGraw-Hill Companies, Inc All rights reserved Five Sources of Power 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 McGraw-Hill/Irwin Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 11 © 2006 The McGraw-Hill Companies, Inc All rights reserved 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 27 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 Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 28 14.4 Contingency Approaches: Does Leadership Vary With The Situation? 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 29 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 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 30 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 31 14.4 Contingency Approaches: Does Leadership Vary With The Situation? 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 32 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 33 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 34 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership Transformational leadership transforms employees to pursue organizational goals over self-interests While transactional leaders encourage people to ordinary things, transformational leaders encourage people to 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 35 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership Transformational leaders have four key behaviors: They have charisma (a form of interpersonal attraction that inspires acceptance and support), and offer a vision for the organization They have integrity, high ethical standards, and desirable values They encourage employees to grow and excel by giving them challenging work, more responsibility, empowerment, and mentoring 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 36 14.5 The Full-Range Model: Uses Of Transactional & Transformational Leadership There are three important implications of transformational leadership for managers: Job satisfaction, organizational commitment, and performance can all be improved using transformational leadership Employees at any level can be trained to be more transactional and transformational It can be used by both ethical and unethical managers Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 37 14.6 Six Additional Perspectives ARE THERE OTHER KINDS OF LEADERSHIP? There are six additional types of leadership: The leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different subordinates Shared leadership is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading Servant leaders focus on providing increased service to others - meeting the goals of both followers and the organization – rather than to themselves Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 38 14.6 Six Additional Perspectives Loyalty leaders who inspire loyalty have six principles: preach what you practice, play to winwin, be picky, keep it simple, reward the right results, listen hard, talk straight Level leadership means an organization is led by a person, a Level executive, who possesses the paradoxical characteristics of humility and a fearless will to succeed, as well as the capabilities associated with levels 1-4 E-leadership involves one-to-one, one-to-many, and within-and between-group and collective interactions via information technology Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 39 14.6 Six Additional Perspectives Figure 14.3: The Level Hierarchy Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 40 Chapter 14: Power, Influence, & Leadership CLASSROOM PERFORMANCE SYSTEM Which leadership approach emphasizes that leaders have different sorts of relationships with different subordinates? A) leader-member exchange model B) shared leadership C) servant leadership D) loyalty leadership Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 41 ... transactional and transformational qualities Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 35 14. 5 The Full-Range Model: Uses Of Transactional & Transformational Leadership... extroverted, agreeable, and proactive than nontransformational managers), and organizational culture (adaptive, flexible cultures foster transformational leadership) The best leaders have both transactional... leadership: trait behavioral contingency full-range six additional Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 20 14. 2 Trait Approaches: Do Leaders Have