Chapter 6
Power, Politics and Leadership
Sources and types of power
Position Power
 Legitimate power → the lawful right to make decision and expect
compliance
 Reward power → authority to give employees reward for compliance
(you have a power to give a reward to the followers who follow your
instruction e.g. Kru Gai AF)
 Coercive power → the power to punish for non compliance e.g. judge,
guard in the prison
 Information power → formal control over the information people need
to do their work e.g. teacher, the director of CIA
Personal Power
 Expert power → the ability to influence others through specialized
knowledge, skills, abilities e.g. Fan-pan-tae, doctor
 Referent power → the ability to influence others through one’s desirable
traits and characteristics e.g. Michael Jackson
 Prestige power → a person’s status and reputation e.g. Steve Job
Becoming an empowering leader
Empowerment refers to passing decision-making authority and
responsibility from managers to group members
Four components of empowerment:
 Meaning → the value of work goal, evaluate in relation to a person’s
ideals or standards.
There are 4 components to increase meaning
 Work role
 Belief
 Values
 Behaviors
 Competence → an individual’s belief in his or her capability to perform a
particular task well. E.g. yes, we can!!!!
 Self-determination → an individual’s feeling of having a choice in
initialing and regulating action. E.g. freedom
 Impact → the degree to which the worker can influence strategic,
administrative, or operating outcomes on the job.
Factors that contribute to organizational politics
Organizational Politics refers to informal approaches to gaining power
through means other than merit or luck
Six factors
1. Pyramid-shaped organization structure → highest power
2. Subjective standards of performance → its means that evaluate process
e.g. Mr. A and Mr. B have the same level of evaluate but the manager
chooses to promote Mr. A than Mr. B because Mr. A has the close
relationship with manager.
3. Environmental uncertainty and turbulence → when the company has a
bad situation, the company has to lay off the employees. There are 2
groups of people 1) the people who have to lay off 2) the people who
can continue their work.
4. Emotional insecurity → the followers may have personal problems
interfere with the work. They try to do every possible way with the boss.
5. Machiavellian tendencies → some leaders they want to play with people.
They are happy, if the followers follow their command. “If you do good
to me, I will return it to you”
6. Encouraging admiration from subordinates’ → you show the people that
you want to hear the positive suggestion.
Political tactics and strategies
1. Use rational persuasion → Facts and Figures. If everyone works hard, we
will get profit, the company will give you bonus
2. Appeal to ideas, values, and emotion → some leaders are good in
playing people emotion e.g. politicians
3. Use symbolic action → to help you express the politics idea e.g. มือตบ (เสื ้อ
เหลือง)
4. Build coalition → try to build your idea to other people
5. Expand networks → cooperation is to allow your hostile people to sit in
your management board (transparency) e.g. Labor Union
6. Use assertiveness →
Chapter 7
Developing Teamwork
Teams refers to a group of more than two people work together to
achieve the same common goal
Types of teams
 Functional teams → part of the traditional vertical hierarchy (group of
people based on what they are good at)
 Cross- functional teams → made up of members from different
functional departments within the organization
E.g. Diana’s car accident → set up a special investigation and invest the
whole car to see what went wrong.
 Evolution to self-directed teams → this one is a specialize team. This
team is highly flexible and highly skill. E.g. you set up a team to survey a
land to build a new building. They have power to talk to the landlord
right away.
 Virtual teams → made up of geographically or organizationally dispersed
members who are linked primarily through advanced information and
telecommunications technologies.
 Global teams → team member are different religion or country but they
can work together.
Team Leadership
Two key aspects
Personal Qualities
 Leading a team requires a shift in mind-set and behavior for those who
are accustomed to working in traditional organizations where managers
make the decision → when you work as a team, it doesn’t mean that
other people have to listen to you only.
 Learn to relax and admit your ignorance → you need to learn to relax
and accept the mistake. You show to your followers that we are the
same. Leader can also make the mistake.
 Take care of team members → treat them like they are your family
members, act like you want to listen to their problems.
 Communicate → the right question
 Learn to truly shared the power → ch.5
 Recognize the important of shared purpose and rules → e.g. movie
Understanding team characteristics
3 characteristics of particular concern to leaders;
 Team size → the team size shouldn’t too big. It should big enough to
take care each other easily
 Diversity → when the people come from the different background, they
will have more problems than the group that come from the same
background.
 Interdependence → e.g. in the factory
each
A
B
c
D
E
group station is depend on another station. If station A is broken,
another station cannot continue their work.
Team Development
4 stages of development
1. Forming → is a period of orientation and getting acquainted (คุ้นเคย).
Team members find out what behavior is acceptable to others, explore
friendship possibilities, and determined task orientation
2. Storming → people become more assertive in clarifying their roles. This
stage is marked by conflict and disagreement. (many teams are fail in
this stage)
3. Norming → conflict has been resolved and team unity and harmony
emerge. Consensus develops as to who the natural team leaders are and
members’ roles are clear.
4. Performing → members are committed to the team’s mission. They
interact frequently, coordinate their actions, and handle disagreements
in a mature, productive manner. (Time to move forward!!!, Let’s move
together!!!!)
Chapter 8
Developing Leadership Diversity
Diversity refers to differences among people in terms of dimensions
such as age, ethnicity, gender or race.
The need for organizational diversity
 To meet the needs of diverse customers
 To develop employee and organizational moral
 To attract and retain the best human talent → people from different
country will have different special talent.
 To develop greater organizational flexibility → when you have different
background of people. The rules have to flexible enough
Global Diversity
2 significant aspects
Socio-cultural environment
 Power distance → you accept seniority
 Uncertainty avoidance → people uncomfortable with no rules, no
regulation. They don’t want to try new idea
 Individualism and Collectivism
→ Individualism – you feel happy when the boss gives you the positive
suggestion to you only.
→ Collectivism – you feel happy when the boss has the positive
suggestion to the whole group
 Masculinity and Femininity
→ Masculinity – feel happy to use the symbol to show each other e.g.
luxury cars or bags
→ Femininity – reflects the values of relationships, cooperation and
quality of life
 Other cultural characteristics → may include language, religion, attitudes,
social organization and education
Communication different (skip)
Organizational stages of Diversity Awareness
Stage 1 – Leaders consider themselves successful if their legal record is good
(just fulfill the law)
Stage 2 – Leaders become aware that women and minorities face challenges
(not faced by white males)
Stage 3 – Leaders become proactive and acknowledge that minorities are not
just the issues of the minority employees but for the health of the organization
(you realized that the problems of stage 2 will cause the big problems)
Stage 4 – A top-level leadership commitment to board equality and community
(try to educate everyone about quality in the work place)
Stage 5 – Organizations are gender and color blind
Some barriers to achieving a high level of diversity awareness
Ethnocentrism – the belief that one’s own group and subculture are
inherently superior to other groups and cultures e.g. city people belief
that they have higher education, rich than the urban people. They
always look down on other people
Stereotypes and prejudice – prejudice can be defined as the tendency to
view people who are different from the mainstream in term of sex, race,
etc. as being deficient. Prejudice is the assumption, without evidence.
Stereotype → feeling, Prejudice → behavior
The white male club – the work environment for many minorities is
lonely, unfriendly, and stressful as they are excluded from social
functions and even regular office banter. E.g. female police
The paradox of diversity – a significance challenge in simultaneously
promoting diversity and maintaining a strong, unified corporate culture.
You want to promote diversity which is good but more diversity more
problems.
Actual culture differences – leaders may face enormous challenges in
relating to employee from different culture like time, physical space, and
authority. E.g. the head part of Thai people.
Leadership Solutions
There are 4 characteristics which have been identified as important for
leadership of diverse organization:
1. A personal, long-range vision that recognizes and supports a diverse
organizational community → you need a leader who strong belief in
diversity
2. A broad knowledge of the dimensions of diversity and awareness of
multicultural issues → if you have a chance to study aboard, your mind
will be more open mined
3. An openness to change themselves → you must willing to change
yourself
4. Mentoring and empowerment of diverse employees → as a leader you
have to know how to comfort them
Stages of personal diversity awareness
o Defense – perceives threat against one’s comfortable worldview → you
didn’t accept any diversity
o Minimizing differences – focuses on similarities among all people →
there must be some similarity
o Acceptance – accept behavioral differences and underlying differences
in values → accept diversity
o Adaptation – able to empathize with those of other cultures → you feel
empathy
o Integration – enables one to integrate differences and adapt both
cognitively behaviorally → you recognize diversity and take benefit from
them
Chapter 9
Vision
The Key to Leadership
Vision is an attractive, ideal for future that is credible yet not readily
attainable. It is not just a dream. It is an ambitious view of the future that
everyone in the organization can believe in, one that can realistically be
achieved, yet offers a future that is better in the important ways than what
now exists.
What vision dose




Vision links the present to the future
Vision energizes people and garners commitment
Vision gives meaning to work
Vision establishes a standard of excellence
Roles of Leadership
4 balancing acts:
 Direction setter – the leader must be able to set a course toward a
destination that others will recognize as representing real progress for
the organization → the destination must be clear
 Change agent – the leader is responsible for catalyzing changes in the
internal environment to make the vision achievable in the future → walk
the talk (บอกคนอื่นว่าห้ ามทา แต่ตวั เองทาเอง)
 Spokesperson – the leader must be the major negotiator with other
organizations and the builder of networks of external relationships to
provide useful ideas, resources, support, or information for the
organization.
 Coach – the leader is a team builder who empowers individuals in the
organization, serves as a mentor and example for those whose efforts
are necessary to make the vision become reality → you must be coach to
the workers who want an extra help
Chapter 10
Motivation and Coaching skills
Expectancy Theory and Motivational skills
Basis components of expectancy theory
Valence – the worth of attractiveness of an outcome e.g. 500 baht some
want but some not
Outcome – anything that might stem from performance e.g. grading
system
E > P expectancy
Effort ----------> Performance
P > O expectancy
Performance ----------> Outcomes
Valence – value of outcomes
(Pay, recognition, other rewards)
MOTIVATION
Will putting effort onto the task lead
to the desired performance?
Will high performance lead to the
desired outcome?
Are the available outcomes highly
valued?
Leadership skills and behaviors with expectancy theory
1. Determine what levels and kinds of performance are needed to achieve
organizational goals → grading system
2. Make the performance level attainable by the individuals being
motivated → examination question not too difficult but not too easy
3. Train and encourage people → some people need addition learning
4. Make explicit the link between rewards and performance → make it
clear
5. Make sure the rewards are large enough → worth the effort
6. Analyze what factors work in opposition to the effectiveness of the
reward → some people money may not the major concern
7. Explain the meaning and implications of second-level outcomes (the
outcome that workers may over look)
8. Understand individual differences in valences → need
9. Recognize that when workers are in positive mood, high valences,
instrumentalities, and expectancies are more likely to lead to good
performance → the same reward but different effect
Using recognition and pride to motivate others
Motivating others by giving them recognition and praise can be
considered a direct application of positive reinforcement, that is,
reinforcing the right behavior by giving a reward
An outstanding advantage of recognition, including praise, as a
motivator is that it is no cost or low cost yet powerful. Recognition thus
has an enormous return on investment in comparison to a cash bonus
To maximize its motivational impact, recognition should be linked to
corporate values and should also help workers attain personal goals
Equity theory and social comparison
Outcomes of Individual
Inputs of Individual
Outcomes of Others
Compared to
Inputs of others
When people perceive an inequity, they are likely to engage in one or more
of the three following actions:
1. Alter the outcomes – ask for more salary, a bonus
2. Alter the input – decrease effort or time devoted
3. Leave the situation – quit a job
Some implications from this theory for the leader;
1. No matter how well designed a program of productivity or cost-cutting
might be, it must still provide equitable pay
2. The leader should attempt to see that subordinates perceive themselves
to be getting a fair deal in terms of what they are giving to and receiving
from the company
Coaching as an approach to motivation
Effective leaders are good coaches, and good coaches are effective
motivators. The purpose of the interaction is to help the employee learn from
the job in order to help his or her development.
Coaching is not simply telling people what to do. On the other hand,
effective coaching focuses on the growth and development of individuals
rather than telling direct reports what to do.
Coaching as an approach to motivation
Some common misperceptions about coaching:
Coaching applies only in one-to-one work
Coaching is mostly about providing new knowledge and skills
Coaching is in danger of getting into psychotherapy if it goes beyond
giving instruction in knowledge and skills
Coaches need to be expert in something in order to coach
Coaching has to be done face-to-face
Number of suggestions for coaching:
Communicate clear expectations to group members
Build relationships
Give feedback on areas that require specific improvement
Listen actively (not only verbal communication but also non-verbal)
Help remove obstacles
Give emotional support
Reflect content or meaning
Give some gentle advice and guidance
Allow for modeling of desired performance and behavior
Gain a commitment to change
Applaud good results (positive feedback, comment)