This PowerPoint presentation discusses leadership and influence processes. It begins by describing the nature of leadership and distinguishing between leadership and management. It then evaluates two generic approaches to leadership - the traits approach and leadership behaviors approach. Several situational approaches to leadership are identified and described, including the leadership continuum, least preferred coworker theory, path-goal theory, and leader-member exchange approach. Related approaches like charismatic leadership and transformational leadership are also covered. The presentation concludes by discussing political behavior in organizations and how it can be managed.

1. PowerPoint Presentation by Charlie Cook
The University of West Alabama
CHAPTER 10
Managing Leadership and
Influence Processes

2. Learning Objectives
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.
20–2

3. The Nature of Leadership
 The Meaning of Leadership
 Leadership as a 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.
 Leaders are people who can influence the behaviors of
others without having to rely on force.
 Leadership as a Property: who leaders are.
 Characteristics attributed to individuals perceived as
leaders.
 Leaders are people who are accepted as leaders by others.
20–
3

4. Leadership Versus Management
20–
4
Leadership Activity Management
Establishing direction and
vision for the organization
Creating an agenda Planning and budgeting,
allocating resources
Aligning people through
communications and actions
that provide direction
Developing a human
network for achieving
the agenda
Organizing and staffing,
structuring and monitoring
implementation
Motivating and inspiring
by satisfying needs
Executing plans Controlling and problem solving
Produces useful change and
new approaches to challenges
Outcomes Produces predictability and order
and attains results

5. Activity Management Leadership
Creating an agenda Planning and budgeting: Establishing detailed
steps and timetables for achieving needed
results; allocating the resources necessary to
make those needed results happen
Establishing direction: Developing a
vision of the future, often the distant
future, and strategies for producing the
changes needed to achieve that vision
Developing a human
network for achieving
the agenda
Organizing and staffing: Establishing some
structure for accomplishing plan requirements,
staffing that structure with individuals, delegating
responsibility and authority for carrying out the
plan, providing policies and procedures to help
guide people, and creating methods or systems
to monitor implementation
Aligning people: Communicating the
direction by words and deeds to
everyone whose cooperation may be
needed to influence the creation of
teams and coalitions that understand the
visions and strategies and accept their
validity
Executing plans Controlling and problem solving: Monitoring
results versus planning in some detail,
identifying deviations, and then planning and
organizing to solve these problems
Motivating and inspiring: Energizing
people to overcome major political,
bureaucratic, and resource barriers by
satisfying very basic, but often
unfulfilled, human needs
Outcomes Produces a degree of predictability and order
and has the potential to produce consistently
major results expected by various stakeholders
(for example, for customers, always being on
time; or, for stockholders, being on budget)
Produces change, often to a dramatic
degree, and has the potential to produce
extremely useful change (for example,
new products that customers want, or
new approaches to labor relations that
help make a firm more competitive)
20–
5
20.1 Distinctions Between Management and Leadership

6. The Nature of Leadership
(cont’d)
20–
6
Legitimate power
Coercive power
Referent power Expert power
Reward power
Types of
Power

7. Leadership and Power
 Power is the ability to affect the behavior of others.
 Legitimate poweris 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 poweris the personal power that accrues to
someone based on identification, imitation, loyalty, or charisma.
 Expert poweris derived from the possession of information or
expertise.
20–
7

8. Power and Leadership
20–
8
Legitimate
request
Coercion
Personal
identification
Information
distortion
Inspirational
appeal
Rational
persuasion
Instrumental
compliance
Uses of Power
by Leaders

9. 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.
20–
9

10. Using Power (cont’d)
 Rational Persuasion
 Convincing subordinates compliance is in their best interest.
 Personal Identification
 Using the superior’s referent power to shape a subordinate’s
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.
20–
10

11. Generic Approaches to
Leadership
 LeadershipTraits 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.
 Was not unable to establish empirical
relationships between traits and persons regarded
as leaders.
20–
11

12. Investigation of Leadership
Behaviors
20–
12
Job-centered
behavior
Employee-centered
behavior
Initiating-structure
behavior
Consideration
behavior
Leadership Behaviors Studies
Michigan
Studies
Ohio State
Studies

13. Leadership Behaviors
 Michigan Studies (Rensis Likert)
 Identified two forms of leader behavior:
 Job-centered leader behavior
 Employee-centered leader behavior
 These 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 organization design.
20–
13

14. Leadership Behaviors
(cont’d)
 Ohio State Studies
 Did not interpret leader behavior as being one-
dimensional as did the Michigan State studies.
 Initial research assumption: leaders who exhibit
high levels of both behaviors would be most
effective leaders.
 Identified two basic leadership styles that can be
exhibited independently and simultaneously:
 Initiating-structure behavior
 Consideration behavior
20–
14

15. Leadership Behaviors
(cont’d)
 Ohio State Studies (cont’d)
 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.
20–
15

16. Situational Approaches to
Leadership
 Situational Models of Leader Behavior
 Assume that:
 Appropriate leader behavior depends on the situation.
 Situational factors that determine appropriate leader
behavior can be identified.
 Situational LeadershipTheories:
 Leadership behavior continuum
 Least preferred coworker theory
 Path-goal theory
 Decision tree approach
 Leader-member exchange approach
20–
16

17. Situational Approaches to
Leadership
 Leadership Continuum
(Tannenbaum and Schmidt)
 Continuum identifies a range of levels of leadership
from boss-centered to subordinate-centered
leadership
 Variables influencing the decision-making continuum:
 Leader’s characteristics
 Subordinates’ characteristics
 Situational characteristics
20–
17

18. 20–
18
20.2 Tannenbaum and Schmidt’s Leadership Continuum

19. Situational Approaches…
(cont’d)
 Least Preferred Coworker (LPC)Theory (Fiedler)
 Assumed that leadership style is fixed and situation must be
changed to favor the leader.
 Appropriate leadership style varies with situational favorableness
(from the leader’s viewpoint).
 LPC scale asks leaders to describe the person with whom they are
least able to work well.
 High scale scores indicate a relationship orientation; low scores
indicate a task orientation on the part of the leader.
 Situational favorableness is determined by:
 Quality of leader-member relations
 Degree to which the structure of the group’s task is defined
 Position power of the leader
20–
19

20. 20–
20
20.3 The Least-Preferred Coworker Theory of Leadership

21. Situational Approaches…
(cont’d)
 Path-GoalTheory (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
20–
21

22. The Path-Goal Theory
 Situational Factors:
20–
22
Work Situation Leadership Style Impact on Followers Expected Results
Follower lacks
self-confidence
Supportive Increases self-
confidence to complete
task
Increased effort. job
satisfaction, and
performance; fewer
grievances
Lack of job
challenge
Achievement-
oriented
Encourages setting high
but attainable goals
Improved performance
and greater job
satisfaction
Improper
procedures and
poor decisions
Participative Clarifies follower need
for making suggestions
and involvement
Improved performance
and greater satisfaction;
less turnover
Ambiguous job Directive Clarifies path to get
rewards
Improved performance
and job satisfaction

23. 20–
23
20.4 The Path-Goal Framework

24. Situational Approaches…
(cont’d)
 Vroom’s DecisionTree 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 chooses a
path on the decision trees that determines the decision
style and specifies the amount of employee
participation.
 Decision significance
 Decision timeliness
20–
24

25. Situational Approaches…
(cont’d)
 Vroom’s DecisionTreeApproach (cont’d)
20–
25
Decide (alone)
Consult (individually)
Consult (group)
Facilitate
Decision-Making
Styles
Delegate

26. Situational Approaches
(cont’d)
 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.
20–
26

27. Leader
Subordinate
1
Subordinate
2
Subordinate
3
Subordinate
4
Subordinate
5
Out-Group In-Group
20–
27
20.7 The Leader-Member Exchange (LMX) Model

28. Related Approaches to
Leadership
 Substitutes for Leadership
 A concept that identifies situations in which leader
behavior is neutralized or replaced by
characteristics of subordinates, the task, and the
organization.
20–
28
Subordinates
Ability
Experience
Need for independence
Professional orientation
Indifference towards
organizational goals
Task
Routineness
The availability of feedback
Intrinsic satisfaction
Organization
Formalization
Group cohesion
Inflexibility
A rigid reward structure
Characteristics that Substitute for Leadership

29. Charismatic Leadership
(House)
 Charisma
 Is 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
20–
29

30. Related Approaches… (cont’d)
 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.
20–
30

31. Related Approaches… (cont’d)
 Transformational Leadership
 Goes beyond ordinary expectations by:
 transmitting a sense of mission
 stimulating learning
 inspiring new ways of thinking
20–
31

32. Keys to Successful
Leadership
20–
32
Trusting in
subordinates
Keeping
cool
Being
an expert
Simplifying
things
Inviting
dissent
Encouraging
risk
Developing
a vision
Successful
Leadership

33. Emerging Approaches to
Leadership
20–
33
Strategic Leadership
Cross-Cultural
Leadership
Ethical
Leadership
New Approaches
to Leadership

34. 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.
20–
34
Inducement
Creation of an
obligation
Coercion
Impression
management
Persuasion
Common Political
Behaviors

35. Managing Political Behavior
 Be aware that even if actions are not politically motivated, others
may assume that they are.
 Provide subordinates with autonomy, responsibility, challenge, and
feedback to reduce the likelihood of political behavior on their part.
 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.
 Clearly communicate the bases and processes for performance
evaluation.
 Tie rewards directly to performance
 Minimize competition among managers for resources.
20–
35

36. 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
20–
36