Leadership Influence Power By Professor Karen Hanen

Leadership Influence Powerprof Karen Hanenmgt 360figure 141 Leadi

Leadership, Influence & Power Prof Karen Hanen Mgt 360 Figure 14.1 Leading viewed in relationship to the other management functions Leadership Traits and Behaviors 3 Important traits for leadership success Drive Self-confidence Creativity Cognitive ability Job-relevant knowledge Motivation Flexibility Honesty and integrity The Nature of Leadership Power Ability to get someone else to do something you want done or make things happen the way you want Power should be used to influence and control others for the common good rather seeking to exercise control for personal satisfaction 4 Position power Personal power Consequences of Unquestioning Power The Milgram Study The Asch Study The Zimbardo Study Power The Relationship Between Dependency and Power Scarcity Importance Substitutability Dependency The Nature of Leadership Position power Based on a manager’s official status in the organization’s hierarchy of authority 7 Sources of position power: Reward power Capability to offer something of value Coercive power Capability to punish or withhold positive outcomes Legitimate power Organizational position or status confers the right to control those in subordinate positions The Nature of Leadership Personal power Based on the unique personal qualities that a person brings to the leadership situation 8 Sources of personal power: Expert power Capacity to influence others because of one’s knowledge and skills Referent power Capacity to influence others because they admire you and want to identify positively with you The Nature of Leadership The Nature of Leadership Empowerment The process through which managers enable and help others to gain power and achieve influence Effective leaders empower others by providing them with: 10 Information Responsibility Authority Trust Leadership Traits and Behaviors Task concerns Plans and defines work to be done Assigns task responsibilities Sets clear work standards Urges task completion Monitors performance results People concerns Acts warm and supportive toward followers Develops social rapport with followers Respects the feelings of followers Is sensitive to followers’ needs Shows trust in followers Figure 14.2 Classic leadership styles combining concerns for task and concerns for people Contingency Approaches to Leadership Fiedler’s Contingency Model Good leadership depends on a match between leadership and situational demands Determining leadership style: Low LPC  task-motivated leaders High LPC  relationship-motivated leaders Leadership is part of one’s personality, and therefore relatively enduring and difficult to change Leadership style must be fit to the situation 13 Figure 14.4 Leadership implications of the Hersey-Blanchard situational leadership model Contingency Approaches to Leadership Path-goal leadership styles 15 Directive leadership Communicate expectations Give directions Schedule work Maintain performance standards Clarify leader’s role Supportive leadership Make work pleasant Treat group members as equals Be friendly and approachable Show concern for subordinates’ well-being Achievement-oriented leadership Set challenging goals Expect high performance levels Emphasize continuous improvement Display confidence in meeting high standards Participative leadership Involve subordinates in decision making Consult with subordinates Ask for subordinates’ suggestions Use subordinates’ suggestions Contingency Approaches to Leadership When to use House’s leadership styles: Use directive leadership when job assignments are ambiguous Use supportive leadership when worker self-confidence is low Use participative leadership when performance incentives are poor Use achievement-oriented leadership when task challenge is insufficient 16 Contingency Approaches to Leadership Leader-Member Exchange Theory (LMX) Nature of the exchange is based on presumed characteristics by the leader 17 High LMX relationship: favorable personality competency compatibility Low LMX relationship: low competency unfavorable personality low compatibility Figure 14.5 Elements of leader-member exchange (LMX) theory Figure 14.6 Leadership implications of Vroom-Jago leader-participation model Contingency Approaches to Leadership Decision-making options in the Vroom-Jago leader-participation theory: 20 Decide alone Consult individually Consult with group Facilitate Delegate Contingency Approaches to Leadership 21 Benefits of participative decision methods: Help improve decision quality Help improve decision acceptance Helps develop leadership potential Potential disadvantages of participative decision methods: Lost efficiency Not particularly useful when problems must be solved immediately Leadership Visionary leadership Vision A future that one hopes to create or achieve in order to improve upon the present state of affairs Visionary leadership A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully 22 Personal Leadership Transformational leadership Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments Transactional leadership Someone who leads based on getting things accomplished, not necessarily through character or vision, but rather based on more typical “quid pro quo†interactions 23 Personal Leadership Superleaders Persons whose vision and strength of personality have an extraordinary impact on others Charismatic leaders Develop special leader-follower relationships and inspire others in extraordinary ways 24 Personal Leadership Servant leadership Commitment to serving others Followers more important than leader “Other centered†not “self-centered†Power not a “zero-sum†quantity Focuses on empowerment, not power 25 Personal Leadership Emotionally Intelligent Leadership The ability of people to manage emotions in social relationships Characteristics of the emotionally intelligent leader: High self-awareness Motivated and persistent High social awareness Good self management Good relationship management 26 Personal Leadership Women tend to use interactive leadership A style that shares qualities with transformational leadership Leaders with this style are democratic, participative, and inclusive.

Men tend to use transactional leadership Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace 27 Personal Leadership Moral leadership Ethical leadership that is always “good†and “correct†Integrity involves the leader’s honesty, credibility, and consistency in putting values into action Moral overconfidence is an overly positive view of one’s strength of character Authentic leadership activates positive psychological states to achieve self awareness and positive self-regulation. 28 Peter Drucker’s Straight Talk on Leadership Defining and communicating a clear vision Accepting leadership as a “responsibility†rather than a rank Surround yourself with talented people Don’t blame others when things go wrong Keep your integrity, earn trust Don’t be clever, be consistent 29 Next Class – March 7 Read CH 16 No OA Due (you’ve completed the first 5) OQ #5 due Friday, March 4, 11:55pm Class Paper Assignment Feb 15- March 28, 11:30am Start reviewing for Test 1 Post General Questions on Moodle or email me – Have a great week!!

Paper For Above instruction

Leadership is a multifaceted discipline that encompasses various traits, behaviors, styles, and theories. Effective leadership hinges on a combination of inherent traits and learned behaviors, with influence and power playing central roles in shaping leadership effectiveness. The core traits essential for successful leadership include drive, self-confidence, creativity, cognitive ability, relevant job knowledge, motivation, flexibility, honesty, and integrity. These qualities enable leaders to adapt to changing environments, inspire followers, and maintain credibility. The understanding of influence and power, particularly the distinction between positional and personal power, provides insight into how leaders motivate and direct their teams.

Power, a critical element of leadership, is defined as the capacity to influence others to achieve desired outcomes or make things happen. Power should be employed ethically, for the greater good rather than personal satisfaction. Positional power derives from a leader’s formal authority within the organization hierarchy, including reward power, coercive power, and legitimate power. Personal power, on the other hand, stems from individual qualities such as expertise and referent power, which influence others through skills and admiration. Empirical studies like Milgram’s obedience experiments and Asch’s conformity studies reveal the psychological dynamics and potential risks associated with unquestioning or excessive use of power.

Leadership effectiveness can also be understood through different styles. The classic leadership styles—authoritarian, participative, and delegative—combine concerns for tasks and people, with each style suitable for different situational demands. Contingency theories, such as Fiedler’s Model, emphasize the importance of matching leadership style to the context. For instance, task-oriented leaders perform better in highly favorable or unfavorable environments, while relationship-oriented leaders excel in moderate situations. Situational approaches, including Hersey-Blanchard’s model and Path-Goal theory, guide leaders on adapting their behavior based on the maturity and motivation levels of followers.

Furthermore, leadership styles extend to contemporary theories like Leader-Member Exchange (LMX), which focuses on the quality of leader-follower relationships. High-quality exchanges foster trust and commitment, enhancing performance, whereas low-quality exchanges tend to be less productive. Decision-making models such as Vroom-Jago highlight participative approaches that can improve decision quality and acceptance, though they may sacrifice speed when quick action is needed.

Transformational leadership, characterized by inspiring vision and emotional intelligence, remains influential in modern organizations. Transformational leaders motivate followers to transcend self-interest for organizational goals, fostering innovation and high performance. Conversely, transactional leaders focus on exchanges and task completion based on rewards and discipline. Leaders with extraordinary impact—superleaders—combine visionary and charismatic elements to inspire outstanding commitment and performance.

Servant leadership shifts the focus from power to service, emphasizing the importance of empowering followers. Such leaders prioritize the needs of others and practice ethical behavior rooted in integrity and authenticity. Emotional intelligence further complements effective leadership by enabling leaders to manage their emotions and social relationships skillfully. Women tend to employ interactive leadership styles that share transformational qualities, promoting an inclusive and participative environment. Men often lean toward transactional styles, but organizations increasingly value adaptive, emotionally intelligent, and ethical leadership approaches suited for diverse workforces.

Peter Drucker encapsulated many foundational principles of effective leadership, advocating clarity of vision, responsibility, talent utilization, trustworthiness, and consistency. Leadership is ultimately seen as a responsibility rather than a rank, requiring ongoing self-awareness and ethical conduct for sustained success.

References

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