Power, Influence, and Leadership 2. Introduction 2.1 Overview background music
2.2 Learning Objectives No audio
1. Scene 1 1.1 Aspects of Leadership no audio
1.2 Power & Influence Power is an integral part of organization behavior. It is the influence over the beliefs, emotions and behaviors of people. Power exists only when there is an unequal relationship between two people and where one of the two is dependent upon the other. There are 5 sources of power: 1.Reward power which is the ability to give rewards; 2.Coercive power is the ability to punish either by administering a punishment or by withholding something that an individual needs or wants; 3.Legitimate power is the authority given to an individual on the basis of a given role or position; 4.Referent power stems from an individual's attraction for or identification with the other person; 5.and Expert power exists when an individual awards power to the other person on the basis of the individual's perception of the other person's knowledge within a given area.
1.3 Developing a Power Base Individuals may hold and exercise multiple sources of power simultaneously. Developing a Power Base: Leaders are dependent on others because of two organizational factors: 1.Division of Labor 2.Limited Resources Leaders have been successful in developing a power base in four ways: 1.By creating a sense of obligation which involves the leader going out of their way to do favors for others whom the expect will feel an obligation to return those favors; 2.By building a reputation as an expert in a certain area. For example, this may be achieved through professional reputation and track record. 3.Identification includes a leader looking and behaving in ways that others respect. 4.Perceived dependence occurs when leaders allow others to believe that they are dependent on them; either for help or not being hurt. This is often accomplished through the control of resources.
Leaders should be careful to not fall into traps associated with power as it often will negatively impact the leader's reputation and image. Leaders who build their power based on perceived expertise or on identification, often use their power to influence attitudes as well as another individual's immediate behavior-which may in turn result in a lasting impact. There is a growing recognition among organizational behavior researchers that a political influence perspective is a useful way to examine the effectiveness of leaders. There are six influence tactics: Being Assertive 1.Assertiveness includes such influence tactics as demanding compliance, ordering, and setting deadlines, as well as nagging and expressing anger.
Ingratiation 2.Ingratiation includes behaviors such as praising, politely asking, acting humble, making the other person feel important, and acting friendly.
Rationality 3.The rationality tactic consists of using reason, logic, and compromise in attempting to influence others.
Exchange Category 4.The exchange category refers to such behavior as offering to help others in exchange for reciprocal favors. Upward Appeal
5.Upward appeal is indicated by behavioral attempts to gain support form superiors in an organization.
Coalition 6.Coalition formation refers to attempts to build alliances with others. 1.4 Trait and Behavioral Theories of Leadership
Difference between Leaders and managers: Leadership can be defined as a complex process by which a person sets direction and influences other to accomplish a mission, or objective. They inspire employees with a vision, cope with change and want to achieve an organizational goal. A manager is defined as someone who directs the work of employees and is responsible for the results. Managers direct people to accomplish a particular task or objective. The two roles perform distinct, but complimentary activities. Early behavioral and trait studies: The early trait studies (1920-1960's) in leadership generally assumed that leaders were born - that these leaders possessed personality characteristics and individual traits that set them apart such as intelligence, physical vitality, eagerness, and task competence. However, no consistent patterns between specific traits and effective leadership were identified. Behavioral theories and leadership research: The inability to identify clear leadership traits, lead researchers to examine Leadership behaviors and what behaviors promote effective leadership. Early work in the area of Leadership Behavior was done by Kurt Lewin. He was later recognized as the father of group dynamics. He examined authoritarian, democratic and laissez-faire and found democratic to be the most effective behavior. Ohio state studies found two dimensions of leadership: consideration for people (focus on relationships) and initiating structure (focus on goals and tasks). University of Michigan studied effective leadership and identified 2 dimensions of leadership employee-centered and productioncentered.
Blake and Mouton's Managerial Grid: The findings of the previous research lead to the development of the managerial grid (page 177 - Borkowski) a conceptual and visual assessment of leadership style, where on the one axis represents concern for people and the other concern for production. Generally, the grid is divided into 5 areas: 4 quadrants and a center depicting different leadership types. 1.5 Contingency Theories of Leadership Characteristics of situation vs. individual: In Contingency theories of leadership the critical component becomes the characteristics of the situation rather than the individual. Effective leadership is achieved by matching leadership style with the right context. Contingency Leadership Theories: There are 5 we will discuss; 1.Fiedler's Contingency Theory - leaders contribution to success of the group is determined by the leader's style (task or relations) in conjunction with situational variables (relationships, tasks, and position power) 2.House's Path-Goal Leadership Theory - effective leaders provide the path, the support and the resources to assist subordinates to achieve organizational goals There were 4 parts to the theory: leadership behaviors, environmental factors, subordinate factors and outcomes. He identified 4 leadership styles: directive, supportive, participatory and achievement-oriented. 3.Tannenbaum and Schmidt's Continuum Leadership Theory - leadership style on continuum between
Boss-centered (task) and subordinate centered (relationship). 4.Hersey and Blanchard's Situational Leadership theory - This leadership theory suggests that leaders adapt their style to the situation, based upon 3 dimensions: task behavior, relationship behavior, and maturity of subordinates 5.Leader-Member Exchange Theory - examines differential relationships that arise between individuals subordinates and their supervisors. The dyadic (two person) relationships with subordinates affects the behavior of the leader and the subordinate. 1.6 Contemporary Leadership Theories Five Contemporary Leadership Theories - Transformational, transactional, charismatic, visionary, and servant - they are built upon individual trait and behavioral theories and contingency theories but have a broader perspective to include the individual as well as the external environment and the situation. - all determine appropriateness of style Transformational - directed toward the influence and management of institutional change and innovation through revitalization and vision, they incorporate emotion, values, and vision to motivate individuals Transactional - directed toward task accomplishment and relationship between leader and subordinates
through performance and reward - they influence employees through task focused behaviors, clarify expectations and rule and emphasizing a fair deal Many leaders exhibit both Transformational and Transactional leadership styles to varying degrees. Charismatic - individuals who exhibit high levels of self-confidence and trust in subordinates. The style can be learned/acquired and one essential element is executive charisma- which is defined as the ability to gain effective responses from others by using aware actions and considerate civility in order to get useful things done. Visionary - Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of resources and human talent. Employees buy in to the leader's vision because they see how their efforts will contribute ad be a part of the cause. Servant - Servant leadership is seen by some as the emerging leadership paradigm for the 21st century for all corporations, servant leadership begins with a clear passionate vision. The leader values others' strengths and talents and encourages the use of these for achieving organizational goals. Recognizing the importance of coaching and individual development. Implications for Healthcare Industry - with the rapidly changing environment in healthcare, the healthcare leader must acquire the skills abilities and knowledge necessary to understand effective leadership processes and anticipate environmental change. 1.7 Knowledge Check Which of the following are sources of power? Select all that apply. A. Reward power B. Legitimate power C. Referent power D. Expert E. Coercive 1.8 Knowledge Check Which of the following is not Contingency theory of leadership?
A. Fiedler's Contingency Theory B. Equilibrium Theory C. House's Path-Goal Leadership Theory D. Leader-Member Exchange Theory 3. Summary 3.1 Summary No audio
3.2 References Borkowski, N. (2016). Organizational behavior, theory, and design in health care. Burlington, Mass. : Jones and Bartlett Publishers Porter-O Grady, T., & Malloch, K. (2015). Quantum leadership: Advancing Innovation, Transforming Health Care (4th ed.). Sudbury, MA: Jones & Bartlett Publishers. Porter-O Grady, T., & Malloch, K. (2015). Quantum leadership: Building better partnerships for sustainable health (4th ed.). Sudbury, MA: Jones & Bartlett Publishers.
3.3 End of Presentation No audio