GriffinChap17.ppt

Slide content created by Charlie Cook, The University of West Alabama
Copyright © Houghton Mifflin Company. All rights reserved.
Chapter
Seventeen
Managing Leadership
and Influence
Processes

Copyright © Houghton Mifflin Company. All rights reserved. 17–2
Learning Objectives
After studying this chapter, you should be able to:
1. Describe the nature of leadership and relate leadership to
management.
2. Discuss and evaluate the two generic approaches to
leadership.
3. Identify and describe the major situational approaches to
leadership.
4. Identify and describe three related approaches to leadership.
5. Describe three emerging approaches to leadership.
6. Discuss political behavior in organizations and how it can be
managed.

The Nature of Leadership
• The Meaning of Leadership
– Process: what leaders actually do.
• Using noncoercive influence to shape the group’s or
organization’s goals.
• Motivating others’ behavior toward goals.
• Helping to define organizational culture.
– Property: who leaders are.
• Characteristics attributed to individuals perceived to be
leaders.
– Leaders
• People who can influence the behaviors of others without
having to rely on force.
• People who are accepted as leaders by others.

Table 17.1: Kotter’s Distinctions
Between Management and
Leadership

(cont’d)
• Power and Leadership
– Power is the ability to affect the behavior of others.
• Legitimate power is granted through the organizational
hierarchy.
• Reward power is the power to give or withhold rewards.
• Coercive power is the capability to force compliance by
means of psychological, emotional, or physical threat.
• Referent power is the personal power that accrues to
someone based on identification, imitation, loyalty, or
charisma.
• Expert power is derived from the possession of
information or expertise.

(cont’d)
• Using Power
– Legitimate request
• A subordinate’s compliance with a manager’s request
because the organization has given the manager the
right to make the request.
– Instrumental compliance
• A subordinate complies with a manager’s request to get
the rewards that the manager controls.
– Coercion
• Threatening to fire, punish, or reprimand subordinates if
they do not do something.

(cont’d)
• Using Power (cont’d)
– Rational persuasion
• Convincing subordinates that compliance is in their own
best interest.
– Personal identification
• Using the superior’s referent power over a subordinate to
shape his behavior.
– Inspirational appeal
• Influencing a subordinate’s behavior through an appeal
to a set of higher ideals or values (e.g., loyalty).
– Information distortion
• Withholding or distorting information (which may create
an unethical situation) to influence subordinates’
behavior.

Generic Approaches to
Leadership
• Leadership Traits Approach
– Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be
used to identify leaders and as a tool for predicting
who would become leaders.
– The trait approach was unsuccessful in
establishing empirical relationships between traits
and persons regarded as leaders.

Leadership Behaviors
• Michigan Studies (Rensis Likert)
– Identified two forms of leader behavior
• Job-centered behavior
• Employee-centered behavior
• The two forms of leader behaviors were
considered to be at opposite ends of the same
continuum and similar to (respectively) Likert’s
System 1 and System 4 of organizational
design.

Leadership Behaviors (cont’d)
• Ohio State Studies
– Did not interpret leader behavior as being
one-dimensional as did the Michigan State
studies.
– Identified two basic leadership styles that
can be exhibited simultaneously:
• Initiating-structure behavior
• Consideration behavior

Leadership Behaviors (cont’d)
• Ohio State Studies (cont’d)
– Initial assumption of the research was that leaders
who exhibit high levels of both behaviors would be
most effective leaders.
– Subsequent research indicated that:
• Employees of supervisors ranked high on initiating
structure were high performers, but had low levels of
satisfaction and had higher absenteeism.
• Employees of supervisors ranked high on consideration
had low- performance ratings, but had high levels of
satisfaction and had less absenteeism.
• Other situational variables make consistent leader
behavior predictions difficult.

Figure 17.1: The
Leadership Grid

Situational Approaches to
Leadership
• Situational Models of Leader Behavior
– Assume that:
• Appropriate leader behavior varies from one situation to
another.
• Key situational factors that are interacting to determine
appropriate leader behavior can be identified.
• Leadership Continuum (Tannenbaum and
Schmidt)
– Variables influencing the decision-making
continuum:
• Leader’s characteristics
• Subordinates’ characteristics
• Situational characteristics

Figure 17.2: Tannenbaum and
Schmidt’s Leadership Continuum

Leadership (cont’d)
• LPC Theory (Fiedler)
– The appropriate style of leadership varies with
situational favorableness (from the leader’s
viewpoint).
• Least preferred coworker (LPC)
– The measuring scale that asks leaders to describe the
person with whom they are least able to work well.
– High LPC scale scores indicate a relationship orientation;
low LPC scores indicate a task orientation on the part of
the leader.
– Contingency variables determining situational
favorableness:
• Leader-member relations
• Task structure
• Position Power

Figure 17.3: The Least-Preferred
Coworker Theory of Leadership

• Path-Goal Theory (Evans and House)
– The primary functions of a leader are:
• To make valued or desired rewards available in the
workplace
• To clarify for the subordinate the kinds of behavior that
will lead to goal accomplishment or rewards
– Leader Behaviors:
• Directive leader behavior
• Supportive leader behavior
• Participative leader behavior
• Achievement-oriented leader behavior

Figure 17.4: The Path-Goal
Framework

• Vroom Decision Tree Approach
– Attempts to prescribe a leadership style
appropriate to a given situation.
– Basic Premises:
• Subordinate participation in decision making depends on
the characteristics of the situation.
• No one decision-making process is best for all situations.
• After evaluating problem attributes, a leader can choose
a path on the decision trees that determines the decision
style and specifies the amount of employee participation.
– Decision significance
– Decision Timeliness

• Vroom Decision Tree Approach (cont’d)
– Decision-Making Styles
• Decide
• Consult (individually)
• Consult (group)
• Facilitate
• Delegate

Figure 17.5: Vroom’s Time-
driven Decision Tree

Figure 17.6: Vroom’s
Development-driven Decision Tree

• The Leader-Member Exchange (LMX)
Approach
– Stresses the importance of variable
relationships between supervisors and
each of their subordinates.
– Vertical dyads
• Leaders form unique independent relationships
with each subordinate (dyads) in which the
subordinate becomes a member of the leader’s
out-group or in-group.

Related Approaches to
• Charismatic Leadership (House)
– Charisma, an interpersonal attraction that inspires
support and acceptance, is an individual
characteristic of a leader.
– Charismatic persons are more successful than
non-charismatic persons.
– Charismatic leaders are:
• Self-confident
• Have a firm conviction in their belief and ideals
• Possess a strong need to influence people

• Charismatic Leadership (cont’d)
– Charismatic leaders in organizations
must be able to:
• envision the future, set high
expectations, and model behaviors
consistent with expectations.
• energize others through a
demonstration of excitement, personal
confidence, and patterns of success.
• enable others by supporting them, by
empathizing with them, and by
expressing confidence in them.

• Transformational Leadership
– Leadership that goes beyond ordinary
expectations, by transmitting a sense of mission,
stimulating learning, and inspiring new ways of
thinking.
– Seven keys to successful leadership
• Trusting in one’s subordinates
• Developing a vision
• Keeping cool
• Encouraging risk
• Being an expert
• Inviting dissent
• Simplifying things

Political Behavior in
Organizations
• Political Behavior
– The activities carried out for the specific purpose
of acquiring, developing, and using power and
other resources to obtain one’s preferred
outcomes.
– Common Political Behaviors
• Inducement
• Persuasion
• Creation of an obligation
• Coercion
• Impression management

Political Behavior in
Organizations (cont’d)
• Managing Political Behavior
– Be aware that even if actions are not politically
motivated, others may assume that they are.
– Reduce the likelihood of subordinates engaging in
political behavior by providing them with autonomy,
responsibility, challenge, and feedback.
– Avoid using power to avoid charges of political
motivation.
– Get disagreements and conflicts out in the open so that
subordinates have less opportunity to engage in
political behavior.
– Avoid covert behaviors that give the impression of
political intent even if none exists.

Key Terms
• leadership
• leaders
• power
• legitimate power
• reward power
• coercive power
• referent power
• expert power
• job-centered leader behavior
• employee-centered leader
behavior
• initiating-structure behavior
• consideration behavior
• concern for production
• concern for people
• least-preferred coworker
(LPC) measure
• path-goal theory
• Vroom’s decision tree
approach
• Leader-member exchange
(LMX) model
• Substitutes for leadership
• charismatic leadership
• charisma
• transformational leadership
• strategic leadership
• political behavior
• impression management

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