This document provides an overview of leadership theories and approaches. It discusses the nature of leadership and how it involves influencing people to achieve goals. Contemporary leadership theories focus on aspects like globalization, ethics, and social changes. Recent approaches emphasize humility and developing others. Behavioral approaches examine how leader behaviors like task orientation and consideration impact effectiveness. Contingency theories stress that the best leadership style depends on follower readiness and situational favorability. The document compares theories like Hersey and Blanchard's situational theory and Fiedler's contingency theory.
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
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CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
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Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
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CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
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TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
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This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
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4. Behaviors
Attitudes
Leadership
Definition Discussion
Explore how managers develop
leadership qualities.
Leaders behave depending on their individual
differences as well as their followers’ needs
and the organizational situation.
The ability to influence people
toward the attainment of
organizational goals
5. The Nature of
Leadership
Goals
Influence
People
Leadership
• Leaders are involved with
other people in the
achievement of goals.
• Leadership is a “people” activity, distinct
from administrative paper shuffling or
problem-solving activities.
3To attain goals
The relationship
among people is
not passive.
6. Contemporary
Leadership
Globalization 4
Ethical and economic
difficulties
2
Changes in Technology
5
Corporate governance
concerns
3
Turbulence and uncertainty
of the environment.
1
Significant Social
Transitions
8
New ways of working 6
Shifting employee
expectations
7
7. Postheroic approach that focuses on the
subtle, unseen, and often unrewarded acts that good
leaders per-form every day.
One of the postheroic leader’s major
.. characteristic is humility.
Business heroes
celebrate the grand
accomplishments.
Humility
Definition: Being unpretentious and modest rather than arrogant and
. prideful.
Leaders: Quietly build strong, enduring companies by developing and supporting
. others rather than touting their own abilities and accomplishments. (Not
the center of everything)
9. - Complete lack of ego.
- Coupled fierce
resolved to do what is
best for the organization
- Shy and unpretentious
- Accept full responsibility
for mistakes
- Poor results, or failures,
- Give credit for
successes to other
people.
The highest level in a
hierarchy of manager
capabilities that Builds
enduring greatness
through a paradoxical
blend of personal
humility and
professional will.
Level 5
Leadership
Leader’s
Type
Character
-istics
Definition
10. • Level 5 leaders want everyone to develop to their fullest potential!
11. -A Leadership style
characterized by values
such as inclusion,
collaboration,
relationship building,
and caring.
-Influence derives from
relationships rather
than position power and
formal authority
-Females are higher
than males on abilities
such as motivating
others, fostering
communication, and
listening.
-Women typically score
higher on social and
emotional skills, which
are crucial for interactive
leadership
- Personal humility.
- Inclusion.
- Relation-ship building
and caring.
Interactive
Leadership
Values
Growth &
Differences
Definition
12. From Management to
Leadership
Good management is essential in organizations,
yet good managers have to be leaders too.
Management and leadership reflect two different
sets of qualities and skills that frequently overlap
within a single individual.
A Person might have more of one set of qualities
than the other.
a
b
c
Management
Stability
Order
Problem solving
Leadership
Vision
Creativity
Change
13.
14. Leadership Traits
• Are the distinguishing personal characteristics of a leader.
• Intelligence, honesty, self-confidence, and even appearance.
• What made these people great and select future leaders who already exhibited the
same traits or could be trained to develop them.
• The appropriateness of a trait or set of traits depends on the leader-ship situation.
• To focus on the dynamics of the relation-ship between leaders and followers.
15.
16. Behavioral
Approaches
o Looking at the behavior of leaders and how it
might contribute to leadership success or failure.
Task oriented
behavior
People oriented
behavior
Metacategories
To be effective leadership in a variety of situations
and time periods.
Concern for tasks and concern for people must be
shown at some reasonable level.
a basis for study and comparison
Ohio State University
University of Texas.
University of Michigan
17. Ohio State University
People + Task oriented behavior
Initiating structure
Consideration
- Provide open communication.
- Develop teamwork.
- Leader is mindful of subordinates
- Respects their ideas and feelings
- Establishes mutual trust
Task oriented
behavior
People oriented
behavior
• Give instructions
• Spend time planning
• Emphasize deadlines
• Leader is task oriented
• Directs subordinate work activities toward
goal attainment.
Independent
18. High initiating
structure
low consideration
Low initiating
structure
Low consideration
Low initiating
structure
High consideration
The Highest
consideration–high
initiating structure
style achieved
better performance
and greater
satisfaction
Four
Styles
Leader
19. The behavior of effective and ineffective supervisors
Focused on the subordinates’ human needs to “build
effective work groups with high performance goals
Employee-centered leaders
The less-effective leaders
Job-centered leaders
Less concerned with goal achievement.
Less human needs in favor of meeting
schedules
Keeping costs low & achieving production
efficiency.
High performance goals
University of Michigan
20. The work of the Ohio State and Michigan studies
Two-dimensional theory
managerial grid
leadership grid
University of Texas
(leadership Grid)
Measures the leader’s
concern about the people and
the production
22. Contingency approaches approaches
● Definition: It is a model of leadership that
describes the relationship between leadership
styles and specific organizational situations.
● The contingency leadership approaches focus
on the leaders’ style, the subordinates’ nature,
and the situation’s characteristics.
23. 1. Hersey and Blanchard’s Situational Theory
● Hersey and Blanchard approach focuses a great deal of
attention on the characteristics of employees in
determining appropriate leader ship behavior .
● The point is that subordinates vary in readiness level.
People low in task readiness—because of little ability or
training or insecurity—need a different leadership style
than those who are high in readiness and have good
ability, skills, confidence, and willingness to work.
25. ● 1. The telling style is highly directive style,
specific, give instructions and tell people
exactly what to do, how to do it, and when.
Use when followers are low in readiness.(unable,
unwilling and not confident)
26. ● 2. The selling style is based on a high
concern for both people and tasks. With this
approach, the leader not only give direction
but also includes seeking input from others
and clarifying tasks rather than simply
instructing.
Use when followers are somewhat moderate
in readiness (unable, willing but not confident).
27. ● 3. The participating style, shares ideas with
subordinates, gives them a chance to
participate, and facilitates decision making.
● the leader can guide followers’
development and act as a resource for
advice and assistance.
Use when followers are moderate in readiness (able,
not willing and confident)
28. ● 4. The delegating style provides little direction
and little support because the leader turns over
responsibility for decisions and their
implementation to subordinates who have the
skills, abilities, and positive attitudes to follow
through.
Use when followers are high in readiness (able, willing
and confident)
29. ● This bell-shaped curve
is called a prescriptive
curve because it
indicates when each
leader style should be
used.
● The readiness level of
followers is indicated
in the lower part.
● R1 is low readiness
and R4 represents
high readiness.
30. 2. Fiedler’s Contingency Theory
● The basic idea for this theory : match the
leaders style with situation most favorable for
his or her success, by diagnosing leadership
style and organization situation ,the correct fit
can be arranged .
● There is two important elements:
1. Leadership style
2. Situation favorability
31. ● Situation would be considered highly
favorable to the leader when leader-
member relationships are positive, tasks are
highly structured, and the leader has formal
authority over followers.
● Situation would be considered highly
unfavorable to the leader when leader-
member relationships are poor, tasks are
highly unstructured, and the leader has
little formal authority.
32. Matching Leader Style to the Situation
● Fiedler examined the relationships among
leadership style and situational favorability, and
he found this pattern.
33. 2. Fiedler’s Contingency Theory
● The favorability of a leadership situation
can be analyzed in terms of three elements:
1. The quality of relationships between leader and
followers.
2. The degree of task structure.
3. The extent to which the leader has formal authority
over followers.
34. 3. Substitutes for Leadership
● This approach outlines those organizational
settings in which a leadership style is
unimportant or unnecessary.
● A substitute for leadership makes the leadership
style unnecessary or redundant. For example, highly
professional subordinates who know how to do their tasks do not need a
leader who initiates structure for them and tells them what to do.
● A neutralizer counteracts the leadership style
and prevents the leader from displaying certain
behaviors. For example, if a leader has absolutely no position power
or is physically removed from subordinates, the leader’s ability to give
directions to subordinates is greatly reduced.
35. ● A leader, need to know two thing in
order to use Fiedler’s contingency.
1. The leader should know Whether he or she has
a relationship or task-oriented style.
2. The leader should diagnose the situation and
determine whether leader member relations ,task
structure and position power are favorable or
unfavorable.
36.
37. CHARISMATIC AND
TRANSFORMATIONAL LEADERSHIP
● Two types of leadership that can have a
substantial impact are: charismatic and
transformational.
● These types of leadership are best understood in
comparison to transactional leadership.
38. Charismatic and Visionary Leadership
● Charisma has been referred to as “a fire that ignites
followers’ energy and commitment, producing results
above and beyond the call of duty.”
● The charismatic leader has the ability to inspire and
motivate people to do more than they would normally do,
despite obstacles and personal sacrifice.
● Followers are willing to put aside their own interests for the
sake of the team, department, or organization.
39. Charismatic and Visionary Leadership
● Charismatic leaders typically have a strong vision (which is
an attractive, ideal future that is credible yet not readily
attainable) for the future, almost an obsession, and they can
motivate others to help realize it.
● These leaders have an emotional impact on subordinates
because they strongly believe in the vision and can
communicate it to others in a way that makes the vision
real, personal, and meaningful to others.
40. Charismatic and Visionary Leadership
● The impact of charismatic leaders is normally from:
(1) stating a lofty vision of an imagined future that employees
identify with.
(2) displaying an ability to understand and empathize with followers.
(3) empowering and trusting subordinates to accomplish results.
● Charismatic leaders tend to be less predictable because
they create an atmosphere of change, and they may be
obsessed by visionary ideas that excite, stimulate, and drive
other people to work hard.
42. Transactional
Leadership
4
2
5
.
3
1
Is important to all organizations, but
leading change requires a different
approach.
leaders clarify the role and task
requirements of subordinates
Initiate structure, provide appropriate
rewards, and try to be considerate to and
meet the social needs of subordinates.
Excel at management functions.
Because they are hardworking,
tolerant, and fair minded.
They have a sense of
commitment to the organization.
43. Transformational
Leadership
4
2
5
Inspire followers not just to
believe in the leader personally.
3
Leaders distinguished by their special
ability to bring about innovation and
change.
1
Recognize followers’ needs and
concerns, help them look at old
problems in new ways
Inspire followers to believe in their own
potential to imagine and create a better
future for the organization.
Create significant change in both
followers and the organization
44. POWER AND INFLUENCE
Both followers and leaders use power and influence to get
things done in organizations.
Power is the potential ability to influence the behavior of
others.
influence is the effect a person’s actions have on the attitudes,
values, beliefs, or behavior of others.
Whereas power is the capacity to cause a change in a person,
influence may be thought of as the degree of actual change.
Power results from an interaction of leader and followers. Some
power comes from an individual’s position in the organization.
Power may also come from personal sources, such as an
individual’s personal interests, goals, and values, as well as
from sources such as access to information or important
relationships.
45. Followership
● No discussion of leadership is complete without a
consideration of followership.
● Leadership matters, but without effective
followers no organization can survive.
● Leaders can develop an understanding of their
followers and how to help them be most
effective.
● Understanding differences in followers can
improve one’s effectiveness as both a follower
and a leader.
46. Robert E.
Kelley came
up with five
follower
styles, which
are
categorized
according to
two
dimensions.
Passive yet independent
Critical thinker
Think independently
Are capable but unwilling to
participate in developing
solution to problems
Alienated
The “yes” people for
the organization
Carry out all orders without
considering consequences
Look to the leader or
other to do all the
thinking
Require constant
supervision
Have the courage to
initiate change
Serve the best
interest of the
organization
Effective
Passive Conformist
47. Followers as well as leaders can tap into a
variety of power sources.
• Position Power : The manager’s posi- tion gives him or her
the power to reward or punish subordinates to influence
their behavior. Legitimate power, reward power, and
coercive power are all forms of posi- tion power used by
managers to change employee behavior.
• Legitimate Power : Power coming from a formal
management position in an orga- nization and the authority
granted to it is called legitimate power. Once a person has
been selected as a supervisor, most employees understand
that they are obligated to follow his or her direction with
respect to work activities.
Subordinates accept this source of power as legitimate, which is
why they comply.
48. • Personal Power :
In contrast to the external sources of position power, personal
power most often comes from internal sources, such as an
individual’s special knowledge or personal characteristics.
Personal power is the primary tool of the leader, and it is
becom-ing increasingly important as more businesses are run
by teams of workers who are less tolerant of authoritarian
management.
.
49. • Reward power : stems from the authority to
bestow rewards on other people. Managers may
have access to formal rewards, such as pay
increases or promotions. They also have at their
disposal such rewards as praise, attention, and
recognition.
• Coercive Power :The opposite of reward power is
coercive power. It refers to the authority to punish
or recommend punishment. Managers have
coercive power when they have the right to fire or
demote employees, criticize, or withdraw pay
increases.
50. Two types of personal power are expert power
and referent power.
• Expert Power : Power resulting from a person’s special
knowledge or skill regarding the tasks being performed is referred
to as expert power. When someone is a true expert, others go
along with recommendations because of his or her superior
knowledge. Followers as well as leaders can possess expert
power.
• Referent power : comes from an individual’s personal
characteristics that command others’ identification, respect, and
admiration so they wish to emulate that individual.
Referent power does not depend on a formal title or position. When
employees admire a supervisor because of the way she deals with
them, the influence is based on referent power. Referent power is
most visible in the area of charismatic leadership.
51. Other Sources of Power
● Personal Effort People who show initiative, work beyond what
is expected of them, take on undesirable but important
projects, and show interest in learning about the organization
and industry often gain power as a result.
● Network of Relationships People who are enmeshed in a
network of relationships have greater power.
● Developing positive associations with superiors or other
powerful people is a good way to gain power, but people with
the greatest power are those who cultivate relationships with
individuals at all levels, both inside and outside the
organization.
● Information Information is a primary business resource, and
people who have access to information and control over how
and to whom it is distributed are typically powerful
52. Interpersonal Influence Tactics
The question is how leaders use their power to implement decisions
and facilitate change. Leaders often use a combination of influence
strategies, and people who
are perceived as having greater power and influence typically are
those who use awider variety of tactics.
1. Use rational persuasion.
2. Make people like you.
3. Rely on the rule of reciprocity.
4. Develop allies.
5. Be assertive—ask for what you want.
6. Make use of higher authority.
7. Reward the behaviors you want.
53. Leadership AS Service
Servant leaders transcend self-interest to serve others and
the organization.
They operate on two levels for the fulfillment of their
subordinates’ goals and needs and for the realization of the
larger purpose or mission of their organization.
Servant leaders give things away—power, ideas, information ,
recognition, credit for accom- plishments, even money.
They encourage par- ticipation, share power, enhance others’
self- worth, and unleash people’s creativity, full commitment ,and
natural impulse to learn and contribute.
Servant leaders can bring their followers’ higher motives to the
work and connect their hearts to the orga- nizational mission and
goals.
Servant leaders often work in the nonprofit world because it
offers a natural way to apply their leadership drive and skills to
serve others.
54. Moral leadership
is about distinguishing right from wrong and choosing to do right. Itmeans
seeking the just, the honest, the good, and the decent behavior in the
practice of leadership.
Moral leaders remember that business is about values, not just economic
performance.
Distinguishing the right thing to do is not always easy, and doing itis
sometimes even harder.
Leaders are often faced with right-versus-right decisions, in which several
responsibilities conflict with one another.
Commitment to superiors, for example, may mean a leader feels the need to
hide unpleasant news about pending layoffs from followers.
Moral leaders strive to find the moral answer or compromise, rather than
taking the easy way out.
Editor's Notes
What are the three words that your eyes sow first ?
Studies suggest that effective leaders may be high on consideration and low on initiating structure or low on consideration and high on initiating structure, depending on the situation.
The term 'situational' indicates that leaders should vary their approach based on the people they are leading, and the circumstances that surround the task at hand.
The essence of hersey and Blanchard situational theory is to select a leader style that appropriate for the readiness level of subordinates
relationship (concern for people) and task (concern for production) behavior.
The appropriate style depends on the readiness level of followers
To apply the Hersey and Blanchard model, the leader diagnoses the readiness level of followers and adopts the appropriate style—telling, selling, participating, or delegating.
Fiedler considered a person’s leadership style to be relatively fixed and difficult to change;
Task-oriented leaders are more effective when the situation is either highly favorable or highly unfavorable.
Relationship-oriented leaders are more effective in situations of moderate favorability.
Using the incorrect style can hurt morale and performance.