Influence Processes and Leadership

Chapter 15
(Lecture Outline and

Line Art Presentation)
Influence
Processes and
Leadership
Power
• What Is Power?
• The ability to marshal the human, informational, and material
resources to get something done.
• Power affects
• Decisions
• Behavior
• Situations
• Types of power
• Power over: the ability to dominate.
• Power to: ability to act freely.
• Power from: ability to resist the demands of others.
Copyright © Houghton Mifflin Company. All rights reserved. Lecture Outline and Line Art Presentation, 15–2
Figure 15.1
The Relationship Between Authority and Power
Power (cont’d)
• Five Bases of Power

• Reward power: having the ability to grant rewards.
• Coercive power: gaining compliance through threats
or punishment.
• Legitimate power: gaining compliance based on the
power associated with holding a superior position.
• Referent power: gaining compliance based on
charisma or personal identification.
• Expert power: gaining compliance based on the ability
to dispense valued information.
Leadership
• Leadership Defined
• The process of inspiring, influencing, and guiding
others to participate in a common effort.
• Formal Leadership
• The process of influencing relevant others to pursue
official organizational objectives.
• Informal Leadership
• The process of influencing other to pursue unofficial
objectives that may or may not serve the
organization’s interests.
Figure 15.2
The Evolution of Leadership Theory
Leadership (cont’d)
• Trait Theory
• The search for universal traits possessed by all
leaders.
• An early trait profile found moderate agreement on
five traits
• Intelligence
• Scholarship
• Dependability in exercising responsibilities
• Activity and social participation
• Socioeconomic status
• 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
• 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.
• Behavioral Styles Theory

• WWII studies of the patterns of leader behaviors
(leadership styles) rather than who the leader was
(traits).
• Democratic style
• Authoritarian style
• Laissez-faire (hands-off style)
Behavioral Styles Theories of
Leadership
• The Ohio State Model

• Initiating structure: leader’s efforts to get things
organized and get things done.
• Consideration: the degree of trust, friendship, respect,
and warmth that the leader extended to subordinates.
• Identified four leadership styles
• Low structure, high consideration
• High structure, high consideration
• Low structure, low consideration
• High structure, low consideration
Figure 15.3
Basic Leadership Styles from the Ohio State Study
• The Leadership Grid®

• The belief that there is one best style of leadership.
• Concern for production: the desire to achieve
greater output, cost-effectiveness, and profits.
• Concern for people: promoting friendships, helping
coworkers get the job done, and attending to
things that matter to people.
Figure 15.4
Blake and
McCanse’s
Leadership Grid
• The Leadership Grid® Styles

• 9, 1 style: primary concern for production; people
secondary.
• 1, 9 style: primary concern for people; production
secondary.
• 1, 1 style: minimal concern for production or people
• 5, 5 style: moderate concern for both production and
people to maintain the status quo.
• 9, 9 style: high concern for both production and
people (commitment, trust, and teamwork)
Situational Theories of
Leadership
• Fiedler’s Contingency Theory

• Performance of the leader depends on
• the degree to which the situation gives the leader
control and influence (favorableness of the
situation).
• the leader’s basic motivation to either accomplish
the task or having supportive relationships with
others (task or relationship motivation).
• The challenge is to match the leader with a suitable
situation: easier to move the leader than to change
the leader’s style.
Figure 15.5
Fiedler’s Contingency Theory of Leadership
Situational Theories of
• 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.
• Leadership styles
• Directive
• Supportive
• Participative
• Achievement-oriented
Other Theories of Leadership
• Transformational Leadership Theory

• Transformational leaders
• Are capable of charting new courses for their organization.
• Are visionaries who challenge people to do exceptional
things, above and beyond the plan.
• Transactional leaders
• Monitor people to 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.
Servant Leaders: Putting to Work
What You’ve Learned
• The Servant Leader (Greenleaf)
• An ethical person who put others—not herself or himself—in the
foreground.
• Characteristics
• Are servants first
• Inspire trust
• Are masters of feedback
• Emphasize personal development
• Articulate goals
• Know how to listen
• Rely on foresight
Mentoring
• Learning from a Mentor

• Mentor: someone who develops another person
through tutoring, coaching, and guidance.
• Dynamics of Mentoring
• Mentoring’s key functions
• Serving as a career enhancement function.
• Providing psychological support.
Behavior Modification
• Behaviorism
• The belief that observable behavior is more important
than inner states (needs, motive, or expectations).
• Favorable consequences encourage behavior,
whereas unfavorable consequences discourage
behavior.
• Operant Conditioning
• The study of how behavior is controlled by the
surrounding environment.
Behavior Modification (cont’d)
• What Is Behavior Modification?

• The practical application of operant conditioning
techniques to everyday behavior problems.
• The systematic management of environmental factors
to get people to do the right things more often and the
wrong things less often.
• Managing the the antecedents and/or consequences
of observable behavior.
• Managing Antecedents
• Antecedent: an environmental cue for a specific
behavior.
• 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.
• 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.
• 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 the positive aspects of job performance.
• Schedule Reinforcement Appropriately
• Continuous reinforcement: every instance of a behavior is
rewarded.
• Intermittent reinforcement: rewarding some, but not all, instances
of a behavior; the most effective form of reinforcement.

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Chapter 15

(Lecture Outline and

• Five Bases of Power

• A Modern Trait Profile: Leaders with Emotional

• The Controversy Over Male and Female

• Behavioral Styles Theory

• The Ohio State Model

• The Leadership Grid®

• The Leadership Grid® Styles

• Fiedler’s Contingency Theory

• Transformational Leadership Theory

• Learning from a Mentor

• What Is Behavior Modification?

• Positively Reinforce What Is Right About Job

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