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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 what the Ohio State model has taught
managers about leadership.
© 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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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.
© 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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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
© 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
 Consultation
 Rational persuasion
 Inspirational appeals
 Ingratiating tactics
 Coalition tactics
 Pressure tactics
 Upward appeals
 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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Table 14.1: Use of Generic Organizational
Influence 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:



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 14.1:
The Relationship Between Authority and Power
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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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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
© 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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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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Table 14.2:
Lead or Manage? Good Leaders Must Do Both
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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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Figure 14.2:
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
 Reliability in exercising responsibilities
 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.
© 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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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
–
–
–
–
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration
© 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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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)
 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
© 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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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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Transformational Leadership Theory
 Transformational leaders
 Capable of charting new courses for their organization
 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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Table 14.4:
Transactional versus Transformational Leaders
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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:
 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
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Mentoring
 Learning from a Mentor
 Mentor: Someone who develops another person
through tutoring, coaching, and guidance
 Dynamics of Mentoring
 Serving as a career enhancement tool
 Providing psychological and social support
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Table 14.5: Mentors
Serve Two Important Functions
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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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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.
© 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 14.6: Managing Antecedents
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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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Summary
 Influence is fundamental to management because
individuals must be influenced 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.
© 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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Summary
(cont’d)
 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.
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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










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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