6. Empowerment
Employees Allowed to “Manage” the Leader’s
Vision
Decreases Manager Power
Roots in the Michigan Leadership Studies
Participative vs. Empowerment
Lewin’s (1951) “Unfreezing Model of Change”
Mixed Empirical Support in Modern
Organizations
7. Power
Influence vs. Power
French & Raven’s (1959) 5
Bases of Power
Reward: Dispense Rewards
Coercive: Punish
Legitimate: Right to
Influence
Expert: Special Knowledge
Referent: Admiration or
Identification
In Organizations:
Formal Power (Rewards,
Punishment, Information)
Personal Power (Charisma,
Expertise, Friendship)
Political Power (Coalitions,
Culture, Decision-Making)
Outcomes
Expert, Reward, and
Legitimate Lead to JS and
OC
Reward and Coercive
Short-Term
Referent Close to
“Leadership”
8. Influence Tactics
How to Exert Power
Rational Persuasion
Logic Rules but Similar
Goals are Essential
Inspirational Appeals
Sell the Vision with
Effective Communication
Legitimate Tactics
Justify Positional Power
Consultation
Seek Input to Make
Decisions
Exchange Tactics
Quid Pro Quo
Personal Appeals
Favors based on Friendship
Ingratiation
Sincere Works, Eddie
Haskell Doesn’t
Pressure
Threat to Induce
Compliance
Coalition
3rd Party Influencing
12. Thursday
SAP and TRP 6
Exchange and Decision-Making Leadership
Theories
Jago & Vroom (1980)
Dienesch & Liden (1986)
Class Activity…Be Prepared for Problem
Solving