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Chapter Objectives
 Identify and describe eight generic influence tactics used in modern organizations.
 Identify the five bases of power and explain what it takes to make empowerment work.
 Explain the concept of emotional intelligence in terms of Goleman’s four leadership
traits.
 Summarize the Ohio State model.
 Describe the path-goal theory of leadership and explain how the assumption on which it
is based differs from the assumptions on which Fiedler’s contingency theory is based.
 Describe the transformational leader and explain Greenleaf’s philosophy of the servant
leader.
 Identify the two key functions that mentors perform and explain how a mentor can
develop a junior manager’s leadership skills.
 Explain the management of antecedents and consequences in behavior modification.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Eight Generic Influence Tactics
 Influence - Any attempt by a person to change the
behavior of superiors, peers, or lower-level employees
o Consultation
o Rational persuasion
o Inspirational appeals
o Ingratiating tactics
o Coalition tactics
o Pressure tactics
o Upward appeals
o Exchange tactics
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Power
 What Is Power?
 The ability to marshal the human, informational, and
material resources to get something done
 Power has an effect on:
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Decisions
Behavior
Situations
 Types of power
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Power over: The ability to dominate
Power to: The ability to act freely
Power from: The ability to resist the demands of others
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Five Bases of Power
 Reward power: Gaining compliance through rewards
 Coercive power: Gaining compliance through threats
or punishment
 Legitimate power: Gaining compliance on the basis of
one’s formal position
 Referent power: Gaining compliance based on
charisma or personal identification
 Expert power: Gaining compliance based on the ability
to dispense valued information
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Leadership
 Leadership Defined
 The process of inspiring, influencing, and guiding
others to participate in a common effort
 Formal Leadership
 The process of influencing others to pursue official
organizational objectives
 Informal Leadership
 The process of influencing others to pursue unofficial
objectives that may or may not serve the organization’s
interests
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Trait Theory of Leadership
 The search for universal traits possessed by all leaders
 An early trait profile found moderate agreement on
five traits:
 Intelligence
 Scholarship
 Reliability in exercising responsibilities
 Social participation
 Socioeconomic status
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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A Modern Trait Profile: Leaders
with Emotional Intelligence
 Emotional Intelligence (EI): The ability to monitor and
control one’s emotions and behavior in complex social
settings
 Leadership Traits Associated with EI
 Self-awareness
 Self-management
 Social awareness
 Relationship management
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Male Versus Female
 The Controversy over Male and Female Leadership
Traits
 Rosener’s research: Female leaders are better at sharing
power and information.
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Later research found no significant differences in the
leadership styles of men and women.
Women did not fit the female stereotype.
Men did not fit the male stereotype.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Behavioral Styles Theory of Leadership
 During World War II, researchers studied the patterns
of leader behaviors (leadership styles) rather than who
the leader was (traits).
 Democratic style
 Authoritarian style
 Laissez-faire (hands-off) style
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Table 14.3: The Three Classic Styles of Leadership
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Figure 14.3: Basic Leadership
Styles from the Ohio State Study
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Figure 14.4:
Blake and McCanse’s Leadership Grid®
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Situational Theories of Leadership
(cont’d)
 Path-Goal Theory: Leader Behavior Categories
 Path-goal clarifying behaviors
 Achievement-oriented behaviors
 Work facilitation behaviors
 Supportive behaviors
 Interaction facilitation behaviors
 Group decision behaviors
 Networking behaviors
 Value-based behaviors
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Table 14.4:
Transactional versus Transformational Leaders
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The Servant Leader (Greenleaf)
 An ethical person who puts others—not herself or
himself—in the foreground
 His/her first role is as a servant who:
 Has a clear sense of purpose in life
 Is a good listener
 Is trustworthy
 Accepts others at face value
 Improves the world through self improvement
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Behavior Modification
 Behaviorism
 The belief that observable behavior is more important than
inner states (needs, motives, or expectations)
 Operant Conditioning
 The study of how behavior is controlled by the surrounding
environment
 Behavior Modification
 The systematic management of environmental factors to get
people to do the right things more often and the wrong
things less often
 Managing the antecedents and/or consequences of
observable behavior
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Behavior Modification
(cont’d)
 Positively Reinforce What Is Right About Job
Performance
 Build up desirable job behaviors by reinforcing the
desirable counterpart to an undesirable behavior.

Focus on the positive aspects of job performance.
 Schedule Reinforcement Appropriately
 Continuous reinforcement: Rewarding every instance
of a behavior
 Intermittent reinforcement: Rewarding some, but not
all, instances of a behavior; the most effective form of
reinforcement
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Summary
 Influence is fundamental to management because individuals must be influenced
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to pursue collective objectives.
The five basic types of power are reward, coercive, legitimate, referent, and expert
power.
Formal leadership consists of influencing relevant others to voluntarily pursue
organizational objectives. Informal leadership can work for or against the
organization.
Researchers who differentiated among authoritarian, democratic, and laissez-faire
leadership styles concentrated on leader behavior rather than personality traits.
Situational-leadership theorists believe there is no single best leadership style;
rather, different situations require different styles.
In contrast to transactional leaders who maintain the status quo, transformational
leaders are visionary, charismatic leaders dedicated to change.
Mentors help develop less experienced people by fulfilling career and psychosocial
functions.
Behavior modification (B. Mod.) is the practical application of Skinner’s operant
conditioning principles.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Terms to Understand
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Influence
Power
Reward power
Coercive power
Legitimate power
Referent power
Expert power
Empowerment
Leadership
Formal leadership
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Informal leadership
Emotional intelligence
Transformational leader
Mentor
Behaviorism
Behavior modification
Antecedent
Positive reinforcement
Continuous reinforcement
Intermittent reinforcement
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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