Mgmt 371
Chapter Seventeen
Managing Leadership and Influence
Processes
Much of the slide content was created by Dr, Charlie Cook, Houghton Mifflin, Co.©
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The Nature of Leadership
 Process: what leaders actually do.
Using noncoercive influence to shape the
group’s or organization’s goals.
 Motivating others’ behavior toward goals.
 Helping to define organizational culture.

 Property: who leaders are.

Characteristics attributed to individuals
perceived to be leaders.
 Leaders
People who can influence the behaviors of
others without having to rely on force.
 People who are accepted as leaders by
others.

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Kotter’s Distinctions Between
Management and Leadership
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The Nature of Leadership (French &
Raven)
 The Five Bases of Power (French & Raven)
 Legitimate power is granted through the
organizational hierarchy.

Reward power is the power to give or withhold
rewards.

Coercive power is the capability to force compliance
by means of psychological, emotional, or physical
threat.

Referent power is the personal power that accrues to
someone based on identification, imitation, loyalty, or
charisma.

Expert power is derived from the possession of
information or expertise.
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The Nature of Leadership
 Using Power
 Legitimate request
 A subordinate’s compliance with a manager’s request
because the organization has given the manager the
right to make the request.
 Instrumental compliance
 A subordinate complies with a manager’s request to
get the rewards that the manager controls.
 Coercion
 Threatening to fire, punish, or reprimand subordinates
if they do not do something.
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The Nature of Leadership
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Rational persuasion
 Convincing subordinates that compliance is in their
own best interest.
Personal identification
 Using the superior’s referent power over a subordinate
to shape his behavior.
Inspirational appeal
 Influencing a subordinate’s behavior through an
appeal to a set of higher ideals or values (e.g.,
loyalty).
Information distortion
 Withholding or distorting information (which may
create an unethical situation) to influence
subordinates’ behavior.
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Generic Approaches to Leadership
 Leadership Traits Approach (Stogdill)

Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be used to
identify leaders and as a tool for predicting who would
become leaders.

The trait approach was unsuccessful in establishing
empirical relationships between traits and persons
regarded as leaders.
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Leadership Behaviors
 Michigan Studies (Rensis Likert)

Identified two forms of leader behavior

Job-centered behavior
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Employee-centered behavior

The two forms of leader behaviors were
considered to be at opposite ends of the same
continuum and similar to (respectively) Likert’s
System 1 and System 4 of organizational design.
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Leadership Behaviors (Ohio State
Studies)
 Ohio State Studies

Did not interpret leader behavior as being onedimensional as did the Michigan State studies.

Identified two basic leadership styles that can be
exhibited simultaneously:

Initiating-structure behavior - the degree to which a
leader defines and structures his or her role and the
roles of the subordinates towards achieving the goals
of the group.

Consideration behavior - the degree to which a
leader acts in a friendly and supportive manner
towards his or her subordinates.
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Leadership Behaviors (Ohio State
Studies)
 Ohio State Studies - Initial assumption of the
research was that leaders who exhibit high levels of
both behaviors would be most effective leaders.

Subsequent research indicated that:
 Employees of supervisors ranked high on initiating
structure were high performers, but had low levels of
satisfaction and had higher absenteeism.
 Employees of supervisors ranked high on
consideration had low- performance ratings, but had
high levels of satisfaction and had less absenteeism.
 Other situational variables make consistent leader
behavior predictions difficult.
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The Leadership [Managerial] Grid
(Blake & Mouton)
Middle of the Road (5,5) Push
for adequate production get wor
k done with minimal
disturbances.
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Situational Approaches to
Leadership
 Situational Models of Leader Behavior
 Assume that:
 Appropriate leader behavior varies from one situation
to another.
 Key situational factors that are interacting to determine
appropriate leader behavior can be identified.
 Leadership Continuum (Tannenbaum and Schmidt)
 Variables influencing the decision-making continuum:
 Leader’s characteristics
 Subordinates’ characteristics
 Situational characteristics
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Tannenbaum and Schmidt’s
Leadership Continuum
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Situational Approaches to
Leadership (Fiedler)
 Contingency (LPC) Theory (Fiedler)
 The appropriate style of leadership varies with
situational favorableness (from the leader’s viewpoint).
 Least preferred coworker (LPC)
 The measuring scale that asks leaders to describe the
person with whom they are least able to work well.
 High LPC scale scores indicate a relationship orientation;
low LPC scores indicate a task orientation on the part of
the leader.

Contingency variables determining situational
favorableness:
 Leader-member relations
 Task structure
 Position Power
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The Contingency (LPC) Theory of
Leadership (Fiedler)
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Situational Approaches to
Leadership (Evans & House)
 Path-Goal Theory (Evans & House)


The primary functions of a leader are:

To make valued or desired rewards available in the
workplace

To clarify for the subordinate the kinds of behavior that
will lead to goal accomplishment or rewards
Leader Behaviors:

Directive leader behavior
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Supportive leader behavior
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Participative leader behavior
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Achievement-oriented leader behavior
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The Path-Goal Framework (Evans &
House)
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Situational Approaches to
Leadership (Vroom )
 Vroom Decision Tree Approach

Attempts to prescribe a leadership style appropriate to
a given situation.

Basic Premises:

Subordinate participation in decision making depends
on the characteristics of the situation.

No one decision-making process is best for all
situations.

After evaluating problem attributes, a leader can
choose a path on the decision trees that determines
the decision style and specifies the amount of
employee participation.
 Decision significance
 Decision Timeliness
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Situational Approaches to
Leadership (Vroom )
 Vroom Decision Tree Approach

Decision-Making Styles
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Decide

Consult (individually)
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Consult (group)
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Facilitate
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Delegate
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Vroom’s Time-driven Decision
Tree
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Vroom’s Development-driven
Decision Tree
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Situational Approaches to
Leadership (LMX)
 The Leader-Member Exchange (LMX)
Approach


Stresses the importance of variable
relationships between supervisors and each of
their subordinates.
Vertical dyads

Leaders form unique independent relationships
with each subordinate (dyads) in which the
subordinate becomes a member of the leader’s
out-group or in-group.
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Related Approaches to Leadership
(House)
 Charismatic Leadership (House)
 Charisma, an interpersonal attraction that inspires
support and acceptance, is an individual characteristic
of a leader.
 Charismatic persons are more successful than noncharismatic persons.
 Charismatic leaders are:
 Self-confident
 Have a firm conviction in their belief and ideals
 Possess a strong need to influence people
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Related Approaches to Leadership
(House)
 Charismatic Leadership Charismatic
leaders in organizations must be able
to:
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envision the future, set high
expectations, and model behaviors
consistent with expectations.
energize others through a
demonstration of excitement, personal
confidence, and patterns of success.
enable others by supporting them, by
empathizing with them, and by
expressing confidence in them.
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Related Approaches to Leadership
(Burns)
 Transformational Leadership (Burns)
 Leadership that goes beyond ordinary expectations, by
transmitting a sense of mission, stimulating learning,
and inspiring new ways of thinking.
 Seven keys to successful leadership
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Trusting in one’s subordinates
Developing a vision
Keeping cool
Encouraging risk
Being an expert
Inviting dissent
Simplifying things
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Political Behavior in Organizations
 Political Behavior
 The activities carried out for the specific purpose of
acquiring, developing, and using power and other
resources to obtain one’s preferred outcomes.
 Common Political Behaviors
 Inducement
 Persuasion
 Creation of an obligation
 Coercion
 Impression management
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Political Behavior in Organizations
 Managing Political Behavior

Be aware that even if actions are not politically motivated,
others may assume that they are.

Reduce the likelihood of subordinates engaging in political
behavior by providing them with autonomy, responsibility,
challenge, and feedback.

Avoid using power to avoid charges of political motivation.

Get disagreements and conflicts out in the open so that
subordinates have less opportunity to engage in political
behavior.

Avoid covert behaviors that give the impression of political
intent even if none exists.
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