K8/1 LEADERSHIP: POWER AND INFLUENCE LEADERSHIP: THE USE OF POWER AND INFLUENCE TO DIRECT THE ACTIVITIES OF FOLLOWERS

TOWARD GOAL ACHIEVEMENT THAT DIRECTION CAN AFFECT FOLLOWERS INTREPRETATION OF EVENT, THE ORGANIZATION OF THEIR WORK ACTIVITIES , THEIR COMMITMENT TO KEYS GOALS , THEIR RELATIONSHIP WITH OTHER FOLLOWERS, AND THEIR ACCESS TO COORPERATION AND SUPPORT FROM OTHER WORK UNITS POWER: BE DEFINED AS THE ABILITY TO INFLUENCE THE BEHAVIOR OF OTHERS AND RESIST UNWANTED INFLUENCE IN RETURN TYPES OF POWER THAT LEADERS POSSESS : TWO DIMENSIONS ORGANIZATIONAL POWER PERSONAL POWER : FIVE MAJOR TYPES LEGITIMATE POWER REWARD POWER COERCIVE POWER EXPERT POWER REFERENT POWER K 8/2 DIMENSION: ORGANIZATIONAL POWER : DRIVES FROM PERSONS POSITION WITHIN THE ORGANIZATION I. LEGITIMATE POWER DERIVED FROM A POSITION OF A!THORIT" INSIDE THE ORGANIZATION SOMETIMES REFERRED AS # FORMAL AUTHORITY$ IT GOES WITH A #TITLE$ IN THE STR!CT!RE OF THE ORGANIZATION THE HIGHER !P IN AN ORGANIZATION A PERSON IS, HE/SHE MORE LEGITIMATE POWER II. REWARD POWER EXISTS WHEN SOMEONE HAS CONTROL OVER THE RESOURCES OR REWARDS ANOTHER PERSON WANTS THOSE WITH REWARD POWER HAVE THE ABILIT" TO INFL!ENCE OTHERS, IF THOSE BEING INFL!ENCED BELIEVED THE" WILL GET THE REWARDS BY BEHAVING IN A CERTAIN WA" III. CEORCIVE POWER ORGANIZATIONAL POWER PERSONAL POWER

EXISTS WHEN A PERSON HAS CONTROL OVER PUNISHMENTS IN AN ORGANIZATION CEORCIVE POWER OPERATES PRIMARIL" ON THE PRINCIPLE OF FEAR K 8/% DIMENSION: PERSONAL POWER * PERSONAL FORMS OF POWER CAPT!RE THAT SOMETHING ELSE I. EXPERT POWER DERIVED FROM A PERSONS EXPERTISE, SKILL, OR KNOWLEDGE ON WHICH OTHERS DEPEND II. REFERENT POWER DERIVED WHEN OTHERS HAVE A DESIRE TO IDENTIFY AND BE ASSOCIATED WITH A PERSON THE DESIRE IS GENERALL" DERIVED FORM AN AFFECTION, ADMIRATION , OR LOYALTY TOWARD A SPECIFIC INDIVIDUAL NOTE : IT IS POSSIBLE FOR A PERSON TO POSSESS ALL OF THE FORMS OF POWER AT THE SAME TIME : GENERALL", THE PERSONAL FORMS OF POWER ARE MORE STRONGL" RELATED TO ORGANIZATIONAL COMMITMENT AND &OB PERFOMANCE THAN ARE THE ORGANIZATIONAL FORMS : THE MORE EMPLO"EES DEPEND ON A PERSON, THE MORE POWERF!L THAT PERSON BECOMES K 8/' CONTIGENCY FACTORS ( THERE ARE FO!R FACTORS THAT HAVE AN EFFECT ON THE STRENGTH OF A PERSONS ABILIT" TO !SE POWER TO INFL!ENCE OTHERS I. SUBSITUTABLILITY IS THE DEGREE TO WHICH PEOPLE HAVE ALTERNATIVES IN ACCESING RESO!RCES LEADERS THAT CONTROL RESO!RCES TO WHICH NO ONE ELSE HAS ACCESS THAT CAN !SE THEIR POWER TO GAIN GREATER INFL!ENCE II. DISCRETION IS THE DEGREE TO WHICH MANAGERS HAVE THE RIGHT TO MAKE DECISIONS ON THEIR OWN IF THE" ARE FORCED TO FOLLOW ORGANIZATIONAL POLICIES AND R!LES, THEIR ABILIT" TO INFL!ENCE OTHERS IS RED!CED III. CENTRALITY

REPRESENTS HOW IMPORTANT A PERSONS &OB IS AND HOW MAN" PEOPLE DEPEND ON THAT PERSON TO ACCOMPLISH THEIR TASKS.LEADERS WHO PERFORM CRITICAL TASKS AND INTERACT WITH OTHERS REG!LARL" HAVE A CREATER ABILIT" TO !SE THEIR POWER TO INFL!ENCE OTHERS K8/) IV. VISIBILIT" : IS HOW AWARE OTHERS ARE OF A LEADERS POWER AND POSITION IF EVER"ONE KNOWS THAT A LEADER HAS A CERTAIN LEVEL OF POWER TO INFL!ENCE OTHERS IS LIKEL" TO BE HIGH !SING INFL!ENCE : IS ACT!ALL" THE !SE OF AN ACT!AL BEHAVIOR THAT CA!SES BEHAVIORAL OR ATTIT!DINAL CHANGES IN OTHERS INFL!ENCE TASTICS 1* T"PES OF TACTICS THAT LEADERS CAN !SE TO TR" TO INFL!ENCE OTHERS INFL!ENCE TACTICS AND THEIR EFFECTIVENESS MOST EFFECTIVE MODERATE EFFECTIVE LEAST EFFECTIVE

RATIONAL PERS!ATION INGRATIAT!ON PRESS!RE CONS!LTATION EXCHANGE COALITIONS INSPIRATIONAL APPEALS PERSONAL APPEALS COLLABORATION APPRISING K8/+ I RATIONAL PERSUASION IS THE !SE OF LOGICAL ARG!MENTS AND HARD FACTS TO SHOW THE TARGET THAT THE RE,!EST IS A WORTHWHILE ONE. RATIONAL PERS!ASION IS THE MOST EFFECTIVE CONSISTENTL" S!CCESSF!L IN THE CASE !PWARD INFL!ENCE. II CONSULTATION OCC!RS WHEN THE TARGET IS ALLOWED TO PARTICIPATE IN DECIDING HOW TO CARR" O!T OR IMPLEMENT A RE,!EST. IN CREASES COMMITMENT FROM THE TARGET. III INPIRATIONAL APPEAL IS A TACTIC DESIGNED TO APPEAL TO THE TARGETS VAL!E AND IDEAL, THEREB" CREATING AN EMOTIONAL OR ATTIT!DINAL REALTION. IV COLLABORATION !SES COLLABORATION TO MAKE IT BASIER FOR THE TARGET TO COMPLETE THE RE,!EST. INVOLVING THE LEADER HELPING COMPLETE TASKS.

K8/. V

INGRATIATION THE !SE OF FAVORS, COMPLIMENTS OR FRIENDL" BEHAVIOR TO MEET THE TARGET FEEL BETTER ABO!T THE INFL!ENCE. VI PERSONAL APPEALS ARE WHEN THE RE,!ESTOR ASKS FOR SOMETHING BASED ON PERSONAL FRIENDSHIP OR LO"ALT". THE STRANGER THE FRIENDSHIP, THE MORE S!CCESF!L THE ATTEMPT IS LIKEL" TO BE. VII EXCHANGE IS !SED WHEN THE RE,!ESTOR OFFERS A REWARD OR RESO!RCE TO THE TARGET IN RET!RN FOR PERFORMING A RE,!EST. VIII APPRISING OCC!RS WHEN THE RE,!ESTOR CLEARL" EXPLAINS WH" PERFORMING. THE RE,!EST WILL BENEFIT THE TARGET PERSONALL". IX PRESSURE IS THE !SE COERCIVE THRO!GH THREATS AND DEMANDS. X COALITION OCC!RS WHEN THE INFL!ENCER ENLISTS OTHER PEOPLE TO HELP INFL!ENCE THE TARGET.

K8/8 RESPONSES TO INFL!ENCE TACTICS THERE ARE % POSSIBLE RESPONSES HAVE TO INFL!ENCE TACTICS. I. ENGAGEMENT : OCC!RS WHEN THE TARGET OF INFL!ENCE AGREES WITH AND BECOMES COMMITTED TO THE INFL!ENCE RE,!EST. II. COMPLIANCE : OCC!RS WHEN TARGETS OF INFL!ENCE ARE WILLING TO DO WHAT THE LEADER ASKS, B!T THE" IT WITH A DEGREE AMBI!ALENCE. SHIFT THE BEHAVIOR OF THE EMPLO"EES, B!T NOT THEIR ATTIT!DES. III. RESISTANCE : OCC!RS WHEN THE TARGET REF!SES TO PERFORM THE INFL!ENCE RE,!EST AND AVOID HAVING TO DO IT. MOST EFFECTIVE ENGAGEMENT COMLIANCE RESISTANCE

LESS EFFECTIVE

K8// POWER AND INFLUENCE IN ACTION TWO MA&OR AREAS IN WHICH LEADERS HAVE THE BILIT" TO !SE POWER TO INFL!ENCE OTHERS: I. ORGANIZATIONAL POLITICS : ACTIONS B" INDIVID!ALS THAT ARE DIRECTED TOWARD THE GOAL OF F!RTHERING THEIR OWN SELFINTEREST. : A LEADER NEEDS TO BE ABLE TO P!SH HIS/HER OWN IDEAS AND INFL!ENCE OTHER THRO!GH THE !SE OF ORGANIZATIONAL POLITICS. : TO BE EFFECTIVE, M!ST HAVE A CERTAIN DEGREE OF POLITICAL SKILLS : THE ABILIT" TO EFFECTNEL" !NDERSTAND OTHERS AT WORK AND !SE THAT KNOWLEDGE TO INFL!ENCE OTHER IN A WA" THET ENHANCE PERSONAL OB&ECTIVES / ORGANIZATIONAL OB&ECTIVES. II. CONFLICT RESOL!TION : CONFLICT ARISES WHEN TWO OR MORE INDIVID!ALS PRECEIVE THAT THEIR GOALS ARE IN OPPOSITION. : THERE FIVE DIFFERENT ST"LES A LEADER CAN !SE WHEN HANDLING CONFLICT.

K8/1* : COMPETING OCC!RS WHEN ONE PARTS ATTEMPTS TO GET HIS/HER OWN GOALS MET WITHO!T CONCERN FOR OTHER RES!LT. A WIN - LOSE APPROACH TO CONFLICT MANAGEMENT. : AVOIDING OCC!RS WHEN ONE PARIT" WANTS TO REMAIN NE!TRAL - STA" AWA" FROM CONFLICT. : ACCOMMODATION OCC!RS WHEN ONE PART" GIVES IN TO THE OTHER AND ACTS IN COMPLETEL" !NSELFISH WA". !SE ACCOMODATING STRATEG". : COLLABORATION OCC!RS WHEN BOTH PARTIES WORK TOGETHER TO MAXIMIZE O!TCOMES. WIN WIN FORM CONFLICT RESOL!TION : COMPROMISE OCC!RS WHEN CONFLICT IS RESOLVE THRO!GH GIVE AND TAKE CONCESSIONS.

K8/11 WH" ARE SOME LEADERS MORE POWERF!L THAN OTHERS ORGANIZATIONAL POWER : LEGITIMATE POWER : REWARD POWER : COERCIVE POWER PERSONAL POWER : EXPERT POWER : REFERENT POWER INFL!ENCE TACTICS MODERATE EFFECTIVE : INGRATATION : EXCHANGE : PERSONAL APPEALS : APPRISING ABILIT" TO INFL!ENCE OTHERS

MOST EFFECTIVE : RATIONAL PERS!ASION : CONS!LTANTION : ASPIRATIONAL APPEALS : COLABORATION

LEAST EFFECTIVE : PRESS!RE : COALITION

APPLIED IN ORDER TO: ACHIVE ORGANIZATIONAL GOALS NAVIGATE THE POLITICAL ENVIRONMENT ENGAGE IN CONFLICT RESOL!TION K8/12 LEADERSHIP : ST"LES AND BEHAVIORS LEADERSHIP: DEFINED AS THE !SE OF POWER AND INFLUENCE TO DIRECT THE ACTIVITIES OF FOLLOWERS TOWARD GOAL ACHIVEMENT THAT DIRECTION CAN AFFECT FOLLOWERS INTERPRETATION OF o EVENTS o THE ORGANIZATION OF THEIR WORK ACTIVITIES o THEIR COMMITMENT TO KE" GOALS o THEIR RELATIONSHIPS WITH OTHER FOLLOWERS o THEIR ACCESS TO COOPERTION AND S!PPORT FROM OTHERS WH" ARE SOME LEADERS MORE EFFECTIVE THAN OTHERS LEADER EFFECTIVENESS - DEFINED AS THE DEGREE TO WHICH THE LEADERS ACTION RESULT IN THE ACHIVEMENT OF THE UNITS GOAL RESEARCH IN 1/*' ON LEADERSHIP FRE,!ENTL" FOC!SED TRAITS OR CHARACTERISTIC OF EFFECTIVE LEADER.

K8/1% : IT FOC!SES ON PARTIC!LAR TRAITS OR CHARACTERISTIC THAT IS CONSISTENT WITH #GREAT PERSON$ SEGGEST #LEADER ARE BORN, NOT MADE$. EARL" REASEARH FRE,!ENTL" FOC!SES ON PH"SCIAL FEAT!RES LATER, MORE ON PERSONALIT" AND ABILIT" : IN "EARS OF 2***, LEADERSHIP SCHOLAR NOW ACKNOWLWDGED THAT THERE IS NO GENERLIZABLE PROFILE OF EFFECTIVE LEADERS FROM TRAIT PERSPECTIVE. MOST ST!DIES HAVE CONCL!DED THAT TRAITS ARE MORE PREDICTIVE OF LEADER EMERGENCE THAN EFFECTIVENESS. LEADER DECISION - MAKING ST"LES : OWE OF THE MOST IMPORTANT THINGS LEADERS DO IS MAKE DECISIONS. : DECISION - MAKING ST"LES CAPT!RE HOW A LEADER DECIDE - RATHER THAN WHAT K8/1' THE MOST IMPORTANT ELEMENT OF A LEADERS DECISION MAKING ST"LE IS : DOES THE LEADER DECIDE MOST THINGS FOR HIM - OR HERSELF, OR DOES THE LEADER INVOLVE OTHERS IN THE PROCESS0 THE ISS!E OF LEADER VERS!S FOLLOWER CONTROL - DEFINES SPECIFIC DECISION - MAKING ST"LES. DELEGATIVE ST"LE FACILITATIVE ST"LE CONS!LTATIVE ST"LE

HIGH FOLLOWER CONTROL

HIGH LEADER CONTROL

A!TOCRATIVE ST"LE

DEFINING THE ST"LE: 11 A!TOCRATIC ST"LE : THE LEADER MAKES THE DECISION ALONG WITHO!T ASKING FOR THE OPINION OR S!GGESTIONS OF OTHERS / EMPLO"EES. 21 CONS!LTATIVE ST"LE : THE LEADER PRESENTS THE PROBLEM TO INDIVID!AL EMPLO"EE K8/1) ASKING FOR THEIR OPINIONS AND S!GGESTIONS BEFORE !LTIMATEL" MAKING DECISION HIM / HERSELF %1 FACILITATIVE ST"LE

THE LEADER PRESENTS THE PROBLEM TO A GRO!P OF EMPLO"EES AND SEEKS CONSENC!S ON A SOL!TION THE LEADER IS MORE FACILITATOR THAN DECISION MAKER '1 DELEGATIVE ST"LE : THE LEADER GIVES AN INDIVID!AL OR A GRO!P OF EMPLO"EES THE RESPONSIBILIT" FOR MAKING THE DECISION WITHIN A SET OF SPECIFIC BO!NDAR" CONDITIONS A LEADER MA" OFFER ENCO!RAGEMENT AND PROVIDE RESO!RCES WHEN ARE THE ST"LE MA" EFFECTIVE THE MOST OBVIO!S CONSIDERATION IS THE !UALITY OF THE RESULTING. DECISION, BECA!SE MAKING THE CORRECT DECISIONS IS THE !LTIMATE MEANS OF &!DGING. K8/1+ , : HOW CAN LEADER EFFECTIVEL" MANAGE THEIR CHOICE OF DECISION MAKING ST"LE0 TIME - DRIVEN MODEL OF LEADERSHIP - 1.* FOC!S SHO!LD SHIFT FROM LEADERS TO SIT!ATIONS THE MODEL S!GGESTS SEVEN FACTORS COMBINE TO MAKE EFFECTIVE IN A GIVEN SIT!ATION, AND OTHER ST"LES LESS EFFECTIVE SEVEN FACTORS. : DECISION SIGNIFICANCE - 2TO THE S!CCESS1 : IMPORTANCE OF COMMITMENT : LEADER EXPERTISE : LIKEL"HOOD OF COMMITMENT - 2LIKEL" OF EMPLO"EE WILL TR!ST1 : SHARED OB&ECTIVES - 2SHARE AND S!PPORT SOME OB&ECTIVES1 : EMPLO"EE EXPERTISE - 2SIGNIFISAN KNOWLEDGE1 : TEAMWORK SKILLS - 2ABILIT" TO WORK TOGETHER1 K8/1. A DA" - TO - DA" BEHAVIORS PERFORMED B" LEADERS WHAT DO LEADER DO ON A DA" TO DA" BASIS0 TWO T"PE OF BEHAVIOR I1 INITIATING STR!CT!RE LEADER DEFINES AND STR!CT!RES THE ROLES OF EMPLO"EES IN P!RS!IT OF GOAL ATTAINMENT LEADER - MORE ACTIVE ROLES IN DIRECTING GRO!P ACTIVITIES AND PRIORITIZE PLANNING, SCHAD!LLING AND TR" O!T NEW IDEAS. II1 CONSIDERATION : REFLECTS THE EXTENT TO WHICH LEADERS CREATE &OB RELATIONSHIPS, CHARACTERIZED B" M!T!AL TR!ST, RESPECT FOR EMPLO"EE IDEAS, AND CONCIDERING EMPLO"EES FELLINGS.

K8/1.B DA" - TO -DA" BEHAVIOR PERFORMED B" LEADERS BEHAVIOR INITIATING STR!CT!RE : INITATION : ORGANIZATION : PROD!CTION CONSIDERATION : MEMBERSHIP : INTERACTION : COMM!NICATION : RECOGNITION : REPRESENTATION K8/18 TRANSFORMATIONAL LEADERSHIP BEHAVIORS THE MISSION PIECE OF LEADERSHIP P!ZZLE IS WHAT LEADERS DO TO MOTIVATE THEIR EMPLO"EES TO PERFORM BEYOND EXPERTATIONS . TRANFORMATIONAL LEADERSHIP INVOLVES INSPIRING FOLLOWERS TO COMMIT TO TO THE SHARED VISION THAT PROVIDES MEANING TO THEIR WORK WHATS GETS #TRANFORMED$ IS THE WA" FOLLOWERS VIEW THEIR WORK, FOC!S ON THE COLLECTIVE GOOD MORE THAN &!ST THEIR SHORT TERM SELF INTEREST AND PERFORMED BE"OND EXPECTATIONS. TRANSFORMATION LEADERSHIP IS VIEWED AS A MOTIVATIONAL APPROACH TO LEADERSHIP.

K8/1/ TRANSFORMATIONAL LEADERSHIP INVOLVED INSPIRING FOLLOWERS TO COMMIT TO TO THE SHARED VISION THAT PROVIDES MEANING TO THEIR WORK WHILE ALSO SERVING AS A ROLE MODEL TO HELP FOLLOWERS TO DEVELOP THEIR OWN POTENCIALS.

THE OPTIMAL LEADERSHIP APPROACH EFFECTIVE TRANFORMATIONAL

TRANSACTIONAL CONTIGENT REWARD PASSIVE TRANSACTIONAL ACTIVE MANAGEMENT TRANSACTIONAL PASSIVE MANAGEMENT LAISSEZ FAIRE ACTIVE

INEFFECTIVE

WHY ARE SOME LEADERS MORE EFFECTIVE THAN OTHERS OPTIMAL CHOICE OF DECISION MAKING ST"LES DELEGATIVE ST"LE FACILITATIVE ST"LE CONS!LTATIVE ST"LE A!TOCRATIC ST"LE

OPTIMAL MIX OF DA" - TO - DA" BEHAVIOR

INITATING STR!CT!RE

CONSIDERATION

OPTIAL MIX OF TRANFORMATIONAL BEHAVIOR

LEADER EFFECTIVENESS

TRANSFORMATIONAL

TRANSACTIONAL CONTIGENT REWARD

TRANSACTIONAL ACTIVE MANAGEMANT B" EXCEPTION

TRANSACTIONAL PASSIVE MANAGEMENT B" EXCEPTION

LAISSEZ FAIRE