Management

A Practical Introduction
Third Edition
Angelo Kinicki &
Brian K. Williams

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

 Major Questions

 I don’t want to be just a manager, I want to be a leader—what’s

the difference between the two?
 What does it take to be a successful leader?
 Do effective leaders behave in similar ways?
 How might effective leadership vary according to the situation
at hand?
 What does it take to truly inspire people to perform beyond
their normal levels?
 If there are many ways to be a leader, which one would most
likely describe me?

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 2 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Chapter 14: Power,
Influence, & Leadership

From Becoming a Manager

to Becoming a Leader
Wielding Influence
Trait Approaches
Behavioral Approaches
Contingency Approaches
The Full-Range Model
Six Additional Perspectives

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 14.1 The Nature Of Leadership:
Wielding Influence

WHAT IS THE DIFFERENCE BETWEEN

MANAGERS & LEADERS?

Leadership is the ability to influence employees to

voluntarily pursue organizational goals
Managers and leaders are not one and the same
Mangers have legitimate power to plan, organize,
and control
Leaders create a vision and strategic plan for the
company, which managers then implement

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 14.1 The Nature Of Leadership:
Wielding Influence
Managers cope with complexity, while leaders
cope with change
Managers cope with complexity through:
-planning and budgeting
-organizing and staffing
-controlling and staffing
Leaders cope with change by:
-setting a direction
-aligning people
-motivating and inspiring
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 Managers Vs. Leaders

Managers Leaders
 What needs to be done —  What needs to be done —
planning and budgeting setting a direction
 Creating arrangements of
 Creating arrangements of
people to accomplish an
people to accomplish an agenda — aligning people
agenda — organizing and  Ensuring people do their
staffing jobs — motivating and
 Ensuring people do their inspiring
jobs — controlling and
problem solving

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 7 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 14.1 The Nature Of Leadership:
Wielding Influence

WHAT ARE THE SOURCES OF

POWER IN AN ORGANIZATION?

Power is the extent to which a person is able

to influence others so they respond to orders
Personalized power is directed at helping
oneself
Socialized power is directed at helping
others
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 Five Sources of Power

1. Legitimate Power – influencing behavior

because of one’s formal position
All managers have legitimate power over their
employees; deriving from their positions

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 9 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Five Sources of Power

2. Reward Power – influencing behavior by

promising or giving rewards
all managers have; results from manager’s
authority to reward their subordinates
Rewards can range from praise to pay
raises

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 10 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Five Sources of Power

3. Coercive Power – influencing behavior by

threatening or giving punishment
All managers have; results from the
manager’s authority to punish their
subordinates
Punishment can range from verbal or written
reprimands to demotions or terminations
Must be used judiciously

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 11 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Five Sources of Power

4. Expert Power – influencing behavior

because of one’s expertise
Results from one’s specialized information
or expertise
Expertise, or special knowledge, can be
mundane or sophisticated

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 12 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Five Sources of Power

5. Referent Power – influencing behavior

because of one’s personal attraction
Power derived from one’s personal attraction
Characterizes strong, visionary leaders

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

McGraw-Hill/Irwin 13 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 14.1 The Nature Of Leadership:
Wielding Influence
HOW CAN YOU GET YOUR WAY AT WORK?

The ability to get others to follow your wishes is

influence
There are nine ways to try to influence others:
-rational persuasion - convincing someone by
using logic, reason, or facts
-inspirational appeals - building enthusiasm or
confidence by appeals to emotions, ideals, or values
-consultation - getting others to participate in a
decision or change
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.1 The Nature Of Leadership:
Wielding Influence
-ingratiating tactics - acting humble or friendly
before making a request
-personal appeals - referring to friendship and
loyalty when making a request
-exchange tactics - reminding someone of past
favors or offering to make a trade
-coalition tactics - getting others to support your
effort
-pressure tactics - using demands, threats, or
intimidation
-legitimating tactics - basing a request on implied
support from superiors, or on rules or policies
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.1 The Nature Of Leadership:
Wielding Influence

WHAT ARE THE DIFFERENT APPROACHES TO

LEADERSHIP?

There are five principal approaches or perspectives

on leadership:
1. trait
2. behavioral
3. contingency
4. full-range
5. six additional
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.2 Trait Approaches: Do Leaders Have
Distinctive Personality Characteristics?
DO SUCCESSFUL LEADERS HAVE DISTINCTIVE TRAITS?

Trait approaches to leadership attempt to identify distinctive

characteristics that account for the effectiveness of leaders
James Kouzes and Barry Posner proposed that the
personal traits that were looked for and admired in leaders
were honesty, competency, a forward-looking mentality, the
ability to inspire, and intelligence
Larry Bossidy, CEO of AlliedSignal, suggests that the four
qualities that are most important when he is interviewing and
evaluating job candidates are the ability to execute, a career
runway, a team orientation, and multiple experiences

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.2 Trait Approaches: Do Leaders Have
Distinctive Personality Characteristics?

Timothy Judge did two meta-analyses (a statistical

pooling technique that permits behavioral scientists
to draw general conclusions about certain variables
from many different leaders) on traits and leadership
Judge found that extroversion, openness, and
conscientiousness were all important to leadership
effectiveness
Judge also found that personality was more
important than intelligence for leadership
effectiveness
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.2 Trait Approaches: Do Leaders Have
Distinctive Personality Characteristics?
Women tend to have more leadership traits than
men, but hold fewer leadership positions
CEOs believe this may be because women lack
significant general management experience, and
have not been around long enough to be selected
Women believe that male stereotyping and
exclusion from important informal networks
contribute to the problem
Other reasons may be because women are not
willing to compete as hard as men, or make the
necessary personal sacrifices
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.3 Behavioral Approaches: Do Leaders
Show Distinctive Patterns of Behavior?
DO EFFECTIVE LEADERS BEHAVE IN SIMILAR
WAYS?

Researchers have studied behavioral leadership

approaches to determine the distinctive styles used by
effective leaders
The University of Michigan study identified two forms of
leadership:
1. Managers with job-centered behavior pay more attention to
job and work procedures
2. Managers with employee-centered behavior pay more
attention to employee satisfaction and making work groups
cohesive

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.3 Behavioral Approaches: Do Leaders
Show Distinctive Patterns of Behavior?
The Ohio State model identified two major dimensions of
leader behavior:
1. Initiating structure is leadership behavior that organizes and
defines what group members should be doing
2. Consideration is leadership behavior that expresses
concern for employees by creating a warm, friendly,
supportive climate
From both studies, we know that effective leaders:
-have supportive or employee-centered relationships with
employees
-use groups rather than individual methods of supervision
-set high performance goals

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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?

HOW DOES EFFECTIVE LEADERSHIP VARY

WITH THE SITUATION?

Proponents of the contingency approach to

leadership believe that effective leadership behavior
depends on the situation at hand
There are three contingency approaches:
1. The contingency leadership model, developed by
Fred Fiedler, determines if a leader’s style is task
oriented, or relationship oriented, and if that style is
effective for the situation at hand
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?

Once an individual’s leadership orientation is

known, you determine situational control (how much
control and leadership a leader has in the immediate
work environment)
There are three dimensions of situational control:
-leader-member relations - the extent to which a
leader has support, loyalty, and trust of the group
-task structure - the extent to which tasks are
routine, unambiguous, and easily understood
-position power - how much power a leader has
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?
Neither leadership style works all the time
The task oriented approach works well in high
control or low control situations
The relationship oriented approach works well in
moderate control situations

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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?

2. The path-goal leadership model, developed by

Robert House, holds that the effective leader makes
desirable awards available to followers, and
increases their motivation by clarifying the paths
(behavior) that will help them achieve those goals
and providing them with support
House revised his theory to say that employee
characteristics and environmental factors cause
some leadership behaviors to be more effective than
others

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?
where: employee characteristics include locus of control,
task ability, need for achievement, experience, and need for
path-goal clarity, environmental factors include task structure
and work group dynamics, and leader behaviors include path-
goal clarifying, achievement oriented, work facilitation,
supportive, interaction facilitation, group oriented decision
making, representation & networking, value-based
Further research is needed to determine how well House’s
revised theory holds up
However, we do know that it can be useful to have more
than one leadership style, and that leadership style should be
modified to fit employee and task characteristics

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?
Figure 14.1: General Representation Of House’s Revised
Path-Goal Theory

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?
3. Paul Hersey and Kenneth Blanchard proposed the
situational leadership theory which suggests that leaders
should adjust their leadership style according to the readiness
(extent to which employees are willing and able to complete a
task) of followers
-relationship behavior is the extent to which leaders
maintain personal relationships with their followers
-task behavior is the extent to which leaders organize and
explain the role of their followers
The Hersey-Blanchard model is widely used as a training
tool, but because it has not been strongly supported by
scientific research, managers should be cautious when using
prescriptions from the model

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.4 Contingency Approaches: Does
Leadership Vary With The Situation?
Figure 14.2: Hersey and Blanchard’s Situational Leadership Model

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.5 The Full-Range Model: Uses Of
Transactional & Transformational Leadership

HOW CAN PEOPLE BE INSPIRED TO PERFORM

BEYOND THEIR NORMAL LEVELS?

Full-range leadership, proposed by Bernard Bass and Bruce

Avolio, suggests that leadership behavior varies along a full
range of leadership styles, from take-no-responsibility
leadership at one extreme through transactional leadership, to
transformational leadership at the other extreme
Managers with transactional leadership focus on clarifying
employees’ roles and task requirements and providing
rewards and punishments contingent on performance
Transactional leaders are best in stable situations

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 14.5 The Full-Range Model: Uses Of
Transactional & Transformational Leadership

Transformational leadership transforms employees to

pursue organizational goals over self-interests
While transactional leaders encourage people to do ordinary
things, transformational leaders encourage people to do
exceptional things
Transformational leaders are influenced by individual
characteristics (they tend to be more extroverted, agreeable,
and proactive than nontransformational managers), and
organizational culture (adaptive, flexible cultures foster
transformational leadership)
The best leaders have both transactional and
transformational qualities

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 14.5 The Full-Range Model: Uses Of
Transactional & Transformational Leadership

Transformational leaders have four key behaviors:

1. They have charisma (a form of interpersonal
attraction that inspires acceptance and support), and
offer a vision for the organization
2. They have integrity, high ethical standards, and
desirable values
3. They encourage employees to grow and excel by
giving them challenging work, more responsibility,
empowerment, and mentoring
4. They are good at communicating the company’s
strengths, weaknesses, opportunities, and threats so
that employees see them as personal challenges
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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 14.5 The Full-Range Model: Uses Of
Transactional & Transformational Leadership

There are three important implications of

transformational leadership for managers:
1. Job satisfaction, organizational commitment, and
performance can all be improved using
transformational leadership
2. Employees at any level can be trained to be more
transactional and transformational
3. It can be used by both ethical and unethical
managers

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 14.6 Six Additional Perspectives

ARE THERE OTHER KINDS OF LEADERSHIP?

There are six additional types of leadership:

1. The leader-member exchange (LMX) model of leadership
emphasizes that leaders have different sorts of relationships
with different subordinates
2. Shared leadership is a simultaneous, ongoing, mutual
influence process in which people share responsibility for
leading
3. Servant leaders focus on providing increased service to
others - meeting the goals of both followers and the
organization – rather than to themselves

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 14.6 Six Additional Perspectives

4. Loyalty leaders who inspire loyalty have six

principles: preach what you practice, play to win-win,
be picky, keep it simple, reward the right results,
listen hard, talk straight
5. Level 5 leadership means an organization is led by
a person, a Level 5 executive, who possesses the
paradoxical characteristics of humility and a fearless
will to succeed, as well as the capabilities associated
with levels 1-4
6. E-leadership involves one-to-one, one-to-many,
and within-and between-group and collective
interactions via information technology

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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14.6 Six Additional Perspectives

Figure 14.3: The Level Hierarchy

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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 Chapter 14: Power,
Influence, & Leadership

CLASSROOM PERFORMANCE SYSTEM

Which leadership approach emphasizes that leaders

have different sorts of relationships with different
subordinates?

A) leader-member exchange model

B) shared leadership
C) servant leadership
D) loyalty leadership
Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin
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