Chapter Fifteen
Influence, Power, and
Leadership
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 what the Ohio State model and the
Leadership Grid® have taught managers about
leadership.
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Chapter Fifteen | 2
Chapter Objectives (cont’d)
• 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.
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Influence Tactics in the Workplace
• Influence
– Any attempt by a person to change the behavior of
superiors, peers, or lower-level employees
•
•
•
•
Is not inherently good or bad
Can be used for purely selfish reasons
Can be used to subvert organizational objectives
Can be used to enhance organizational effectiveness
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Chapter Fifteen | 4
Eight Generic Influence Tactics
1.
2.
3.
4.
5.
6.
7.
8.
Consultation
Rational persuasion
Inspirational appeals
Ingratiating tactics
Coalition tactics
Pressure tactics
Upward appeals
Exchange tactics
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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:
• Decisions
• Behavior
• Situations
– Types of power
• Power over: The ability to dominate
• Power to: The ability to act freely
• Power from: The ability to resist the demands of others
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Figure 15.1: The Relationship
Between Authority and Power
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Chapter Fifteen | 8
Five Bases of Power
1. Reward power: Having the ability to grant rewards
2. Coercive power: Gaining compliance through threats or
punishment
3. Legitimate power: Gaining compliance based on the
power associated with holding a superior position
4. Referent power: Gaining compliance based on charisma
or personal identification
5. Expert power: Gaining compliance based on the ability to
dispense valued information
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Empowerment
• Empowerment is making employees full partners
in the decision-making process and giving them
the necessary tools and rewards.
– Power is viewed as an unlimited resource.
– Traditional authoritarian managers feel threatened.
• Threats to Empowerment
–
–
–
–
Dishonesty
Untrustworthiness
Selfishness
Inadequate skills
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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
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Figure 15.2:
The Evolution of Leadership Theory
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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
Dependability in exercising responsibilities
Activity and social participation
Socioeconomic status
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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.
• 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.
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Chapter Fifteen | 15
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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The Ohio State Model
•
•
•
Initiating structure: Leader’s efforts to get things
organized and to get things done
Consideration: The degree of trust, friendship,
respect, and warmth that the leader extends to
subordinates
Four Leadership Styles
1.
2.
3.
4.
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration
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Figure 15.3: Basic Leadership Styles
from the Ohio State Study
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Chapter Fifteen | 19
The Leadership Grid®
• The belief that there is one best style of
leadership
– Concern for production: The desire to achieve greater
output, cost-effectiveness, and profits
– Concern for people: Promoting friendships, helping
coworkers get the job done, and attending to things that
matter to people
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Figure 15.4: Blake and McCanse’s
Leadership Grid®
Reproduced by permission from Leadership Dilemmas-Grid Solutions by Robert R. Blake and Anne Adams McCanse. Copyright 1991, Gulf Publishing
Company, Houston, Texas, 800-231-6275. All rights reserved.
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Chapter Fifteen | 21
The Leadership Grid® Styles
• 9, 1 style: primary concern for production; people
secondary
• 1, 9 style: primary concern for people; production
secondary
• 1, 1 style: minimal concern for production or people
• 5, 5 style: moderate concern for both production and
people to maintain the status quo
• 9, 9 style: high concern for both production and people
(commitment, trust, and teamwork)
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Situational Theories of Leadership
• Fiedler’s Contingency Theory
– Performance of the leader depends on:
• The degree to which the situation gives the leader control and
influence (favorableness of the situation)
• The leader’s basic motivation to either accomplish the task or
have supportive relationships with others (task or relationship
motivation)
– The challenge is to match the leader with a suitable
situation. It is easier to move the leader than to change
the leader’s style.
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Chapter Fifteen | 23
Figure 15.5: Fiedler’s Contingency
Theory of Leadership
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Chapter Fifteen | 24
Situational Theories of Leadership
(cont’d)
• House’s Updated Path-Goal Theory
– Derived from expectancy motivation theory
– Effective leaders enhance employee motivation by:
• Clarifying perceptions of work goals
• Linking rewards to goal attainment
• Explaining how goals and rewards can be achieved
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Chapter Fifteen | 25
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
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Chapter Fifteen | 26
Other Theories of Leadership
• Transformational Leadership Theory
– Transformational leaders
• Are capable of charting new courses for their organization
• Are visionaries who challenge people to do exceptional things,
above and beyond the plan
– Transactional leaders
• Monitor people so they do the expected, according to plan in
order to maintain the status quo
• Get people to do things by offering a reward or threatening
them with a punishment
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Practical Intelligence (Sternberg)
• The ability to solve everyday problems by utilizing
knowledge gained from experience
– Changing oneself (adaptation)
– Changing the work environment (shaping)
– Finding a new work environment (selection)
• Skills acquired:
– Managing oneself
– Managing others
– Managing tasks
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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:
–
–
–
–
–
–
Inspires trust
Masters feedback
Emphasizes personal development
Articulates goals
Knows how to listen
Relies on foresight
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Mentoring
• Learning from a Mentor
– Mentor: Someone who develops another
person through tutoring, coaching, and
guidance
• Mentoring’s Key Functions
– Serving as a career enhancement tool
– Providing psychological support
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Behavior Modification
• Behaviorism
– The belief that observable behavior is more important
than inner states (needs, motives, or expectations)
• Favorable consequences encourage behavior, whereas
unfavorable consequences discourage behavior.
• Operant Conditioning
– The study of how behavior is controlled by the
surrounding environment
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Behavior Modification (cont’d)
• What Is Behavior Modification?
– The practical application of operant conditioning
techniques to everyday behavior problems
– 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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Managing Antecedents
• Antecedent: An environmental cue for a specific
behavior to be exhibited
• Cue control: Controlling the presentation of cues
to elicit the desired behaviors at specific places
and times
• Managing antecedents is a way of encouraging
good performance.
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Managing Consequences
• Positive reinforcement: Encouraging a behavior
with a pleasing consequence
• Negative reinforcement: Encouraging a behavior
by immediately withdrawing or terminating a
displeasing consequence
• Extinction: Discouraging a behavior by ignoring it
• Punishment: Discouraging a behavior by the
immediate presentation of an undesirable
consequence or the withdrawal of something
desirable
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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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Terms to Understand
•
•
•
•
•
•
•
•
•
•
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
Chapter Fifteen | 39