Five Bases of Power Five Bases of Power (Influence) (Influence) • Reward power: Reward power: Promising or Promising or granting rewards. granting rewards. • Coercive power: Coercive power: Threats or Threats or actual punishment. actual punishment. • Legitimate power: Legitimate power: Based on Based on position or formal authority. position or formal authority. • Expert power Expert power : : Influence based Influence based on being perceived as having on being perceived as having important knowledge or skill important knowledge or skill . . • Referent power: Referent power: Power of Power of one’s personality (charisma). one’s personality (charisma).
Transcript
Five Bases of Power Five Bases of Power (Influence)(Influence)• Reward power:Reward power: Promising or Promising or
granting rewards.granting rewards.• Coercive power:Coercive power: Threats or Threats or
actual punishment.actual punishment.• Legitimate power:Legitimate power: Based on Based on
position or formal authority.position or formal authority.• Expert powerExpert power: : Influence based Influence based
on being perceived as having on being perceived as having important knowledge or skillimportant knowledge or skill..
• Referent power:Referent power: Power of Power of one’s personality (charisma).one’s personality (charisma).
Bases/Types of PowerBases/Types of Power Industrial Workers’ Industrial Workers’
Perceptions ofPerceptions of PreviousPrevious
Frequency of Use (Ranks)Frequency of Use (Ranks) StudentsStudents
Legitimate - 1Legitimate - 1 2 2
Reward - 3 3Reward - 3 3
Coercive - 5 5Coercive - 5 5
Referent - 4 4Referent - 4 4
Expert - 2 1Expert - 2 1
More Types?More Types? Information?Information? Association?Association?
General Strategies for Gaining General Strategies for Gaining PowerPower
These strategies work best when there is These strategies work best when there is
“ “non-substitutability”; i.e., others are non-substitutability”; i.e., others are dependent on youdependent on you for these things. for these things.
Provide Scarce ResourcesProvide Scarce Resources Provide InformationProvide Information Resolve Important ProblemsResolve Important Problems Reduce UncertaintyReduce Uncertainty
Politics in Org. DecisionsPolitics in Org. DecisionsQuestionnaireQuestionnaire
Organizational politicsOrganizational politics are the activities are the activities managers engage in to increase their power managers engage in to increase their power and use it to achieve their goals.and use it to achieve their goals.– Politics can be Politics can be negativenegative or or positivepositive..
» Political activity helps get things done that are not Political activity helps get things done that are not specifically assigned in job descriptions.specifically assigned in job descriptions.
» Political activity allows a manager to gain support for Political activity allows a manager to gain support for an idea, e.g., a needed change.an idea, e.g., a needed change.
Political BehaviorPolitical Behavior LeastLeast Political ( Political (PositivePositive Politics) Politics)– Personal Goals compatible with org’s.Personal Goals compatible with org’s.– Sanctioned use of power (Socialized)Sanctioned use of power (Socialized)» e.g., developing skills, using referent powere.g., developing skills, using referent power
Most Most Political (Political (NegativeNegative Politics) Politics)– Personal and Org. goals incompatiblePersonal and Org. goals incompatible– Unsanctioned use of power (Personalized)Unsanctioned use of power (Personalized)» e.g., withholding information, backstabbing, using e.g., withholding information, backstabbing, using
coercive powercoercive power
Political Strategies for Gaining Political Strategies for Gaining PowerPower
NetworkingNetworkingassociate with the right people (people associate with the right people (people
with the power or resources to help or with the power or resources to help or hurt you).hurt you).
– CoalescingCoalescing
combine resources with others to pursue combine resources with others to pursue common objectivescommon objectives
– Co-optingCo-opting
form alliances with those who are form alliances with those who are obstaclesobstacles
Have rules, policies when appropriateHave rules, policies when appropriate Establish a climate of trustEstablish a climate of trust Make goals clearMake goals clear Measure and Reward performanceMeasure and Reward performance Stress teamwork over competitionStress teamwork over competition Break-up negative political factionsBreak-up negative political factions
Major Leadership Theory IssuesMajor Leadership Theory Issues Are leaders born that way or do they learn Are leaders born that way or do they learn
leadership behaviors? (Traits vs. Behaviors)leadership behaviors? (Traits vs. Behaviors) Is there one best way to lead in all situations? Is there one best way to lead in all situations?
(Universal vs. Contingency) (Universal vs. Contingency)– If Contingency, what variables are important?If Contingency, what variables are important?» e.g., Followers, Task, Environmente.g., Followers, Task, Environment
How much should the leader allow How much should the leader allow subordinates to participate in decisions?subordinates to participate in decisions?
How can you improve leadership?How can you improve leadership?
Types of Leadership TheoriesTypes of Leadership TheoriesTypes of Leadership TheoriesTypes of Leadership Theories
Leaders from NonleadersLeaders from Nonleaders DriveDrive Desire to LeadDesire to Lead Honesty and IntegrityHonesty and Integrity Self-ConfidenceSelf-Confidence IntelligenceIntelligence Job-Relevant KnowledgeJob-Relevant Knowledge
2 Basic Leadership Styles2 Basic Leadership Styles(in Types II, III, and IV Theories)(in Types II, III, and IV Theories)
Category 1Category 1 Initiating Structure---Initiating Structure--- Job-Centered----------Job-Centered---------- Conc. for Production- Conc. for Production- Task-Oriented---------Task-Oriented--------- Directive----------------Directive----------------
Category 2Category 2 ConsiderationConsideration Employee-CenteredEmployee-Centered Concern for PeopleConcern for People Relationship-OrientedRelationship-Oriented SupportiveSupportive
THE OHIO STATE MODEL OF THE OHIO STATE MODEL OF LEADER BEHAVIORSLEADER BEHAVIORS
(Leaders are supposedly Either on (Leaders are supposedly Either on OR the other - These were OR the other - These were viewed as opposite extremes of viewed as opposite extremes of the same continuum - cf., Fiedler)the same continuum - cf., Fiedler)
Contingency ApproachesContingency Approaches
Identify relevant Identify relevant Situational Situational VariablesVariables and what and what Leader Leader Traits or StylesTraits or Styles are appropriate are appropriate for each.for each.
» TaskTask» WorkGroupWorkGroup» Organization Authority SystemOrganization Authority System
VroomVroom– What is needed to facilitate a What is needed to facilitate a QualityQuality decision decision– What is needed to bolster employee What is needed to bolster employee MoraleMorale
Fiedler’s Contingency TheoryFiedler’s Contingency Theory (Type III Theory) (Type III Theory)
(Fiedler believed it is easier (Fiedler believed it is easier to change a situation to change a situation than to change a leader)than to change a leader)
Provide specificProvide specificinstructions and closelyinstructions and closelysupervise performancesupervise performance
Path-Goal Theory (Type IV)Path-Goal Theory (Type IV)
A leader’s responsibility is to increase A leader’s responsibility is to increase subordinates' subordinates' motivationmotivation by: by:
Clarifying Clarifying the subordinates' the subordinates' pathpath (i.e., helping (i.e., helping them reach the goal)them reach the goal)
Giving things they value as Giving things they value as rewardsrewards for for reaching the reaching the goalgoal
A major contribution is the A major contribution is the “Achievement “Achievement Oriented”Oriented” leadership style in which the leader leadership style in which the leader is able to provide goals that give subordinates is able to provide goals that give subordinates an incentivean incentive
Vroom’sVroom’sNormative Decision Model Normative Decision Model
(Leader-Participation) (Type IV)(Leader-Participation) (Type IV) Helps gauge the appropriate amount Helps gauge the appropriate amount
of participation for subordinatesof participation for subordinates 5 levels of 5 levels of leader participation stylesleader participation styles
ranging from highly autocratic to ranging from highly autocratic to highly democratic.highly democratic.
Vroom ModelVroom Model
Participation is permitted primarily to: Participation is permitted primarily to: – Enhance Decision Enhance Decision QualityQuality– Foster Subordinate Foster Subordinate MoraleMorale– Or BothOr Both
Series of questions asked about the Series of questions asked about the situation situation (e.g., Does the leader have the expertise to solve (e.g., Does the leader have the expertise to solve the problem alone?, How important is the problem alone?, How important is subordinate commitment to the decision?)subordinate commitment to the decision?)
Vroom’sVroom’sNormative Decision Model StylesNormative Decision Model Styles
AI AI – Leader makes decision alone– Leader makes decision alone AIIAII – Leader obtains information from – Leader obtains information from
subordinates, then makes decision alonesubordinates, then makes decision alone CICI – Leader obtains suggestions from – Leader obtains suggestions from
subordinates individually, then makes decision subordinates individually, then makes decision alonealone
CIICII – Leader obtains suggestions from – Leader obtains suggestions from subordinates collectively, then makes decision subordinates collectively, then makes decision alonealone
GG – Decision by group consensus – Decision by group consensus
NotNot highly developed as leadership highly developed as leadership theoriestheories..
Often seen as beyond the bounds of traditional Often seen as beyond the bounds of traditional theories.theories.
Stress what you might call the Stress what you might call the ““Visionary HeroVisionary Hero”” Transformational LeaderTransformational Leader– Brings about innovation and Brings about innovation and changechange..– Imagines how the future could be and inspires Imagines how the future could be and inspires
followers to work toward creating that followers to work toward creating that futurefuture..
Charismatic LeaderCharismatic Leader
– A leader whose A leader whose personalitypersonality motivates subordinates motivates subordinates to exceed their required performance level.to exceed their required performance level.
Kinds of Charismatic LeadersKinds of Charismatic Leaders Unethical CharismaticsUnethical Charismatics– control and manipulate followerscontrol and manipulate followers– only want positive feedbackonly want positive feedback– motivated by self-interestmotivated by self-interest
Strong ManStrong Man – Authoritarian (similar to Type I) – Authoritarian (similar to Type I) TransactorTransactor - Motivates subordinates - Motivates subordinates
using feedback and rewards (similar to using feedback and rewards (similar to
Types II – IV)Types II – IV) Visionary HeroVisionary Hero - Inspires using emotion, - Inspires using emotion,
but still the decision makerbut still the decision maker SuperleaderSuperleader - Helps followers become - Helps followers become
self-leaders or “superfollowers”self-leaders or “superfollowers”
Implications of Leadership TheoriesImplications of Leadership Theories Know your preferred Know your preferred StyleStyle. . (Fiedler)(Fiedler) Know and care about your Know and care about your FollowersFollowers. . (Hersey & (Hersey &
Blanchard, Path-Goal)Blanchard, Path-Goal) Know and care about the Know and care about the TaskTask. . (Fiedler, Path-Goal)(Fiedler, Path-Goal) Understand the Understand the EnvironmentEnvironment affecting you and affecting you and
your followers. your followers. (Path-Goal)(Path-Goal) Fit your Fit your SStyle to your tyle to your FFollowers, the ollowers, the TTask, and the ask, and the
EEnvironment. (This may include making changes nvironment. (This may include making changes in in SS, , FF, , TT, or , or EE.).)
Enhance your Referent and Expert Power Enhance your Referent and Expert Power (Charismatic, etc.)(Charismatic, etc.)
Visualize the Future and prepare your Followers Visualize the Future and prepare your Followers for it for it (Charismatic, Superleadership)(Charismatic, Superleadership)
