Download - Copyright © Houghton Mifflin Company. All rights reserved. 15-1 Chapter 15 Influence Processes and Leadership

Copyright © Houghton Mifflin Company. All rights reserved.

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Chapter 15

Influence Processes and Leadership


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Chapter Outline

Influence Tactics in the Workplace

Power What Is Power? The Five Bases of Power Empowerment


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Chapter Outline (continued)

Leadership Leadership Defined Formal Versus Informal Leaders Trait Theory Behavioral Styles Theory Situational Theory Transformational Leadership Theory Servant Leaders: Putting to Work What

You’ve Learned


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Chapter Outline(continued)

Mentoring Learning from a Mentor Dynamics of Mentoring


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Chapter Outline(continued)

Behavior Modification What Is Behavior Modification? Managing Antecedents Managing Consequences Positively Reinforce What Is Right about Job

Performance Schedule Positive Reinforcement

Appropriately


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INFLUENCING OTHERS

Influence: any attempt by a person to change another’s behavior.


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INFLUENCING OTHERS(continued)

Upward Influence Tactics Survey

Instructions: Rank (from 1 = very often to 8 = very seldom or never) the following influence tactics, relative to how you generally try to influence people in superior positions such as your parents, bosses, or teachers. Compare your rankings with the right-hand column in Table 15.1.


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Rank1. Consultation _____

2. Rational persuasion _____

3. Inspirational appeals _____

4. Ingratiating tactics _____

5. Coalition tactics _____

6. Pressure tactics _____

7. Upward appeals _____

8. Exchange tactics _____


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For Discussion:

1. How well does your influence profile match the upward influence profile in Table 15.1? What are the major differences?

2. Are you an effective influencer? Which tactics would help you do a better job of getting your own way without turning others off?


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POWER

Power: “the ability to marshal the human, informational, and material resources to get something done.”


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POWER (continued)

Expressions of Power

“Power over” (ability to dominate) “Power to” (ability to act freely) “Power from” (ability to resist the

demands of others)


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Figure 15.1 The Relationship Between Authority and Power


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POWER (continued)

For Discussion:

1. Which expression(s) of power appeal most to you? Why?

2. Is your orientation toward power compatible with being a good manager?


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BASES OF POWER AND EMPOWERMENT

Five Bases of Power Reward power: gaining compliance through

promising and granting rewards. Coercive power: gaining compliance through

threats or punishment. Legitimate power: achieved when a person’s

superior position alone prompts another person to act in a desired manner.

Referent power: compliance based on charisma or personal identification.

Expert power: compliance based on one’s ability to dispense valued information.


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(continued)

Empowerment: making employees full partners in the decision-making process and giving them the necessary tools and rewards.

Frances Hesselbein: “The more power you give away, the more you have.”


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Putting the Empowerment Puzzle Together

Source: Adapted in part from discussion in Stephen R. Cover, Principle-Centered Leadership (New York: Simon & Schuster, 1991), pp. 212-216.


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(continued)

For Discussion:1. What are the relative strengths and drawbacks

of each power base?

2. Which base(s) of power do you rely on the most? The least? Why?

3. How do you interpret Hesselbein’s statement?


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LEADERSHIP

Leadership: “process of inspiring, influencing, and guiding others to participate in a common effort.”


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LEADERSHIP(continued)

Formal leadership: the process of influencing others to pursue official objectives.

Informal leadership: the process of influencing others to pursue unofficial objectives.


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Figure 15.2 The Evolution of Leadership Theory


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Figure 15.3 Basic Leadership Styles from the Ohio State Study


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THE LEADERSHIP GRID Figure 15.4

(continued)

Five Leadership Styles

9,1 Style (Authority-Compliance) 1,9 Style (Country Club Management) 1,1 Style (Impoverished Management) 5,5 Style (Middle of the Road Management) 9,9 Style (Team Management)


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Source: 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.

Figure 15.4 Blake and McCanse’s Leadership Grid®


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THE LEADERSHIP GRID (continued)

For Discussion: Do you agree with Blake and his colleagues that the 9,9 style is best, regardless of the situation?


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FIEDLER’S CONTINGENCY THEORY OF LEADERSHIP

Figure 15.5

Highly favorable situation (Task-motivated leaders perform better)

Rationale: Working from a base of mutual trust and relative certainty among followers about task and rewards, leader can devote primary attention to getting the job done.


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Figure 15.5(continued)

Moderately favorable situation (Relationship-motivated leaders perform better)

Rationale: Followers need support from leader to help them cope with uncertainties about trust, task, and/or rewards.


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Figure 15.5 (continued)

Highly unfavorable situation (Task-motivated leaders perform better)

Rationale: In the face of mutual mistrust and high uncertainty among followers about task and rewards, leader needs to devote primary attention to close supervision.


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(continued)

For Discussion: Do you agree with Fiedler that different leadership styles are needed for different situations? Explain.


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Figure 15.5 Fiedler’s Contingency Theory of Leadership


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Figure 15.6 Alternative Decision-Making Styles in the Vroom/Yetton/Jago Model

Source: Reprinted from Leadership and Decision Making, by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. © 1973 by University of Pittsburgh Press.


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Figure 15.7 The Vroom/Jago Decision Tree for Dealing with a Group Problem When Time Is Limited

Source: Reprinted from The New Leadership: Managing Participation in Organizations by Victor H. Vroom and Arthur G. Jago, 1988, Englewood Cliffs, N.J.: Prentice-Hall. Copyright 1987 by V.H. Vroom and A.G. Jago. Used with permission of the authors.


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PATH-GOAL LEADERSHIP THEORY

“Path-goal theory gets its name from the assumption that effective leaders can enhance employee motivation by (1) clarifying the employee’s perception of work goals, (2) linking meaningful rewards with goal attainment, and (3) explaining how goals and desired rewards can be achieved.”


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PATH-GOAL LEADERSHIP THEORY(continued)

Path-Goal Leadership Styles

Directive: Tell people what is expected of them and provide specific directions.

Supportive: Treat employees as equals in a friendly manner.

Participative: Consult with employees and ask for and use their suggestions.

Achievement-oriented: Set challenging goals, emphasize excellence, and seek continuous improvement while trusting employees to be responsible and get the job done.


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PATH-GOAL LEADERSHIP THEORY(continued)

For Discussion: Which style would you respond most favorably to? Why?


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TRANSFORMATIONAL LEADERSHIP

Transformational leaders: visionaries who challenge people to achieve exceptionally high levels of morality, motivation, and performance.


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TRANSFORMATIONAL LEADERSHIP(continued)

Profile of the Transformational Leader Table 15.4

Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.


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TRANSFORMATIONAL LEADERSHIP(continued)

For Discussion: Describe a transformational leader you have read or heard about or known personally. What exactly made that leader stand above the rest?


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THE SERVANT LEADER(See Management Ethics feature)

Robert K. Greenleaf, former AT&T researcher, "built his philosophy on the idea that the leader exists only to serve his followers; they grant him their allegiance in response to his servant nature."


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(continued)

Characteristics of Servant Leaders:

They are servants first. They articulate goals. They inspire trust. They know how to listen. They are masters of positive feedback. They rely on foresight. They emphasize personal development.


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(continued)

For Discussion:

1. Have you ever heard about or personally known a servant leader? What set them apart?

2. Do you aspire to be a servant leader? Why or why not?


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MENTORING

Mentor: an individual who systematically develops another person’s abilities through intensive tutoring, coaching, and guidance.


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MENTORING(continued)

Figure 15.5

Career Functions Performed by Mentors Sponsorship Exposure-and-visibility Coaching Protection Challenging assignments


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Figure 15.5

Psychosocial Functions Performed by Mentors

Role modeling Acceptance and confirmation Counseling Friendship


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For Discussion:

1. Have you ever had a mentor? What were the positives and negatives of the relationship?

2. Which of the above functions are most valuable for today's new managers?


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BEHAVIOR MODIFICATION

Behavior modification: systematically managing environmental antecedents and consequences to get people to do the right things more often and the wrong things less often.


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BEHAVIOR MODIFICATION(continued)

Managing Antecedents

Antecendent: an environmental cue that prompts an individual to behave in a given manner.

Remove barriers to desired behavior and provide helpful aids and opportunities.


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For Discussion: What "environmental cues" do you respond to during the course of a typical day?


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Managing Consequences

Positive reinforcement: encouraging a behavior with an immediate pleasing consequence.

Negative reinforcement: encouraging a behavior by immediately withdrawing or terminating a displeasing situation.


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Extinction: discouraging a behavior by ignoring it or no longer reinforcing it.

Punishment: discouraging a behavior by (1) immediately presenting an undesirable consequence or (2) immediately withdrawing something of value.


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For Discussion:

1. Is behavior modification appropriate for the modern workplace? Why or why not?

2. Children and pets are said to be the world's greatest behavior modifiers. Why?


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Team Exercise: How many practical examples of each category of consequence can you record in ten minutes of brainstorming?

Download - Copyright © Houghton Mifflin Company. All rights reserved. 15-1 Chapter 15 Influence Processes and Leadership

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