Ch 13-Slides

Chapter 13
Influencing
and Leading
Microsoft clip art photos reprinted with permission from Microsoft Corporation.

Copyright © Houghton Mifflin Company. All rights reserved. 13 | 2
Chapter Objectives
1. Identify and describe eight generic influence
tactics used in modern organizations.
2. Identify the five bases of power and explain
what it takes to make empowerment work.
3. Explain the concept of emotional intelligence in
terms of Goleman’s four leadership traits.
Summarize what the Ohio State model and the
Leadership Grid® have taught managers about
leadership.

Chapter Objectives (cont’d)
4. Contrast the assumptions behind Fiedler’s
contingency theory and path-goal leadership
theory, and describe transformational and
servant leaders.
• Identify the two key functions that mentors
perform, and explain how a mentor can help
develop a junior manager’s leadership skills.

Influence Tactics
in the Workplace
• Influence
– Any attempt by a person to change the
behavior of superiors, peers, or lower-level
employees.
• Is not inherently good or bad.
• Can be used for purely selfish reasons.
• Can be used to subvert organizational objectives.
• Can be used to enhance organizational
effectiveness.
• Gender appears to play no significant role in the
choice of influence tactic.

Influence Tactics
in the Workplace (cont’d)
• Eight Generic Influence Tactics
– Consultation
– Rational persuasion
– Inspirational appeals
– Ingratiating tactics
– Coalition tactics
– Pressure tactics
– Upward appeals
– Exchange tactics

Power
• What Is Power?
– The ability to marshal the human, informational,
and material resources to get something done.
– Power affects
• Decisions
• Behavior
• Situations

Power (cont’d)
• What Is Power?
– Types of power
• Power over: the ability
to dominate.
• Power to: ability to act
freely.
• Power from: ability to
resist the
demands of others.

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.

Power (cont’d)
• Empowerment
– Making employees full partners in the decision-
making process and giving them the necessary
tools and rewards.
• Power is viewed as an unlimited resource.
• Traditional authoritarian managers feel threatened.
– Threats to empowerment
• Dishonesty
• Untrustworthiness
• Selfishness
• Inadequate skills

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 13.1 The Evolution
of Leadership Theory

Leadership (cont’d)
• Trait Theory
– The search for universal traits
possessed by all leaders.
– An early review 100 trait studies
found moderate agreement on five
traits common to leaders
• 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 13.2 Basic Leadership
Styles from the Ohio State Study

Behavioral Styles
Theories of Leadership (cont’d)
• 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.

Source: Reproduced by permission from Leadership Dilemmas—Grid Solutions by
Robert R. Blake and Anne Adams McCanse. © 1991, Grid International, Inc., Austin, Texas.
Figure 13.3
Blake and McCanse’s Leadership Grid

Behavioral Styles
Theories of Leadership (cont’d)
• 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 13.4 Fiedler’s Contingency
Theory of Leadership

Situational Theories
of Leadership (cont’d)
• 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.

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 see that 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

From "The Servant Leader," by Chris Lee, Training, 1993. Copyright (c) 1993 Nielsen Business Media, Inc.
Reprinted with permission from Training.

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.

From Academy of Management Journal by Kathy E. Kram, "Phases of the Mentor Relationship," December 1983. Copyright © 1983 by Academy of
Management (NY). Reproduced with permission of Academy of Management (NY) via Copyright Clearance Center.

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