The document outlines various leadership theories and models, distinguishing leadership from management while focusing on different approaches, including trait, situational, and behavior-based perspectives. It discusses the nature of power in leadership and the influence processes that help shape organizational goals and culture. Additionally, it addresses political behavior in organizations and provides insights on managing interpersonal dynamics among leaders and subordinates.

1. Managing Leadership andManaging Leadership and
Influence ProcessesInfluence Processes
Learning ObjectivesLearning Objectives
 Describe the nature of leadership and distinguish leadership fromDescribe the nature of leadership and distinguish leadership from
management.management.
 Discuss and evaluate the trait approach to leadership.Discuss and evaluate the trait approach to leadership.
 Discuss and evaluate models of leadership, focusing onDiscuss and evaluate models of leadership, focusing on
behaviors.behaviors.
 Identify and describe the major situational approaches toIdentify and describe the major situational approaches to
leadership.leadership.
 Identify and describe three related perspectives on leadership.Identify and describe three related perspectives on leadership.
 Discuss political behavior in organizations and how it can beDiscuss political behavior in organizations and how it can be
managed.managed.

2. • The Nature of LeadershipThe Nature of Leadership
– The Meaning of LeadershipThe Meaning of Leadership
– Leadership Versus ManagementLeadership Versus Management
– Power and LeadershipPower and Leadership
• The Search for LeadershipThe Search for Leadership
TraitsTraits
• Leadership BehaviorsLeadership Behaviors
– Michigan StudiesMichigan Studies
– Ohio State StudiesOhio State Studies
– Managerial GridManagerial Grid
• Situational Approaches toSituational Approaches to
LeadershipLeadership
– LPC TheoryLPC Theory
– Path-Goal TheoryPath-Goal Theory
– Vroom’s Decision TreeVroom’s Decision Tree
– The Leader-Member ExchangeThe Leader-Member Exchange
• Related Perspectives onRelated Perspectives on
LeadershipLeadership
– Substitutes for LeadershipSubstitutes for Leadership
– Charismatic LeadershipCharismatic Leadership
– Transformational LeadershipTransformational Leadership
• Political Behavior inPolitical Behavior in
OrganizationsOrganizations
– Common Political BehaviorsCommon Political Behaviors
– Managing Political BehaviorsManaging Political Behaviors
Outline of the ChapterOutline of the Chapter

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

4. • Power and LeadershipPower and Leadership
– Power is the ability to affect the behavior of others.Power is the ability to affect the behavior of others.
•LegitimatepowerLegitimatepower isgrantedthroughtheorganizationalhierarchy.isgrantedthroughtheorganizationalhierarchy.
•RewardpowerRewardpower isthepowertogiveorwithholdrewards.isthepowertogiveorwithholdrewards.
•CoercivepowerCoercivepower isthecapabilitytoforcecompliancebymeansofpsychological,emotional,orphysicalthreat.isthecapabilitytoforcecompliancebymeansofpsychological,emotional,orphysicalthreat.
•ReferentpowerReferentpower isthepersonalpowerthataccruestosomeonebasedonidentification,imitation,loyalty,orcharisma.isthepersonalpowerthataccruestosomeonebasedonidentification,imitation,loyalty,orcharisma.
•ExpertpowerExpertpower isderivedfromthepossessionofinformationorexpertise.isderivedfromthepossessionofinformationorexpertise.
Nature of LeadershipNature of Leadership

5. • Using PowerUsing Power
– Legitimate requestLegitimate request
• Compliance by a subordinate with a manager’s request becauseCompliance by a subordinate with a manager’s request because
the organization has given the manager the right to make thethe organization has given the manager the right to make the
request.request.
– Instrumental complianceInstrumental compliance
• A subordinate complies with a manager’s request to get theA subordinate complies with a manager’s request to get the
rewards that the manager controls.rewards that the manager controls.
– CoercionCoercion
• Threatening to fire, punish, or reprimandThreatening to fire, punish, or reprimand
subordinates if they do not do something.subordinates if they do not do something.
– Rational persuasionRational persuasion
• Convincing subordinates that complianceConvincing subordinates that compliance
is in their own best interest.is in their own best interest.
Nature of LeadershipNature of Leadership

6. • Using Power (cont’d)Using Power (cont’d)
– Personal identificationPersonal identification
• Using the referent power of a superior’s desired behaviors toUsing the referent power of a superior’s desired behaviors to
shape the behavior of a subordinate.shape the behavior of a subordinate.
– Inspirational appealInspirational appeal
• Influencing a subordinate’s behavior through an appeal to a setInfluencing a subordinate’s behavior through an appeal to a set
of higher ideals or values (e.g., loyalty).of higher ideals or values (e.g., loyalty).
– Information distortionInformation distortion
• Withholding or distorting informationWithholding or distorting information
(which may create an unethical situation)(which may create an unethical situation)
to influence subordinates’ behavior.to influence subordinates’ behavior.
– Personal identificationPersonal identification
• Using the superior’s referent power overUsing the superior’s referent power over
a subordinate to shape his behavior.a subordinate to shape his behavior.
Nature of LeadershipNature of Leadership

7. • Leadership TraitsLeadership Traits
– Assumed that a basic set of personal traits thatAssumed that a basic set of personal traits that
differentiated leaders from non-leaders could bedifferentiated leaders from non-leaders could be
used to identify leaders and as a tool for predictingused to identify leaders and as a tool for predicting
who would become leaders.who would become leaders.
– The trait approach was unsuccessful inThe trait approach was unsuccessful in
establishing empirical relationships between traitsestablishing empirical relationships between traits
and persons regarded as leaders.and persons regarded as leaders.
Generic Approach to LeadershipGeneric Approach to Leadership

8. • Michigan Studies (Rensis Likert)Michigan Studies (Rensis Likert)
– Identified two forms of leader behaviorIdentified two forms of leader behavior
• Job-centered behaviorJob-centered behavior—managers who pay c—managers who pay close attention tolose attention to
subordinates’ work, explain work procedures, and are keenlysubordinates’ work, explain work procedures, and are keenly
interested in performance.interested in performance.
• Employee-centered behaviorEmployee-centered behavior—managers who f—managers who focus on theocus on the
development of cohesive work groups and employee satisfaction.development of cohesive work groups and employee satisfaction.
• These two forms of leader behaviorsThese two forms of leader behaviors
were considered to be at oppositewere considered to be at opposite
ends of the same continuum andends of the same continuum and
similar to (respectively) Likert’ssimilar to (respectively) Likert’s
System 1 and System 4 ofSystem 1 and System 4 of
organizational design.organizational design.
• Leadership BehaviorsLeadership Behaviors
Generic Approach to LeadershipGeneric Approach to Leadership

9. • Ohio State StudiesOhio State Studies
– The studies did not interpret leader behavior as being one-The studies did not interpret leader behavior as being one-
dimensional as did the Michigan State studies.dimensional as did the Michigan State studies.
– Identified two basic leadership styles that can be exhibitedIdentified two basic leadership styles that can be exhibited
simultaneously:simultaneously:
• Initiating-structure behaviorInitiating-structure behavior—t—the leaderhe leader
clearly defines the leader-subordinate roleclearly defines the leader-subordinate role
expectations, formalizes communications,expectations, formalizes communications,
and sets the working agenda.and sets the working agenda.
• Consideration behaviorConsideration behavior—the leader s—the leader showshows
concern for subordinates and attempts toconcern for subordinates and attempts to
establish a friendly and supportive climate.establish a friendly and supportive climate.
Generic Approach to LeadershipGeneric Approach to Leadership
• Leadership BehaviorsLeadership Behaviors

10. • Ohio State Studies (cont’d)Ohio State Studies (cont’d)
– Initial assumption of the research was that leaders whoInitial assumption of the research was that leaders who
exhibit high levels of both behaviors would be most effectiveexhibit high levels of both behaviors would be most effective
leaders. Subsequent research indicated that:leaders. Subsequent research indicated that:
• Employees of supervisors ranked highly on initiating structureEmployees of supervisors ranked highly on initiating structure
were high performers, although they expressed low levels ofwere high performers, although they expressed low levels of
satisfaction and had higher absenteeism.satisfaction and had higher absenteeism.
• Employees of supervisors ranked highly on consideration hadEmployees of supervisors ranked highly on consideration had
low- performance ratings, but they had high levels of satisfactionlow- performance ratings, but they had high levels of satisfaction
and had less absenteeism.and had less absenteeism.
• Other situational variables were making consistent leaderOther situational variables were making consistent leader
behavior predictions difficult.behavior predictions difficult.
• There is no universal or “one best way” model of leadership.There is no universal or “one best way” model of leadership.
Generic Approach to LeadershipGeneric Approach to Leadership
• Leadership BehaviorsLeadership Behaviors

11. LeadershiLeadershi
p Gridp Grid
4
6
2
1
3
5
8
7
9
0
1 4 6 952 3 87
Concern for production
High
Low
Low High
1,9 9,9
1,1 9,1
Team Management
Work accomplishment is
from committed people;
interdependence through
a “common stake” in
organization purpose
leads to relationships
of trust and respect.
Middle of the Road
Management
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale
of people at a satisfactory level.
Impoverished Management
Exertion of minimum effort
to get required work done
is appropriate to sustain
organization membership.
Authority-Compliance
Efficiency in operations
results from arranging
conditions of work in
such a way that
human elements
interfere to a
minimum degree.
5,5
Country Club Management
Thoughtful attention to the
needs of people for satisfying
relationships leads to a
comfortable, friendly
organization atmosphere
and work tempo.
Concernforpeople
The LeadershipThe Leadership
Grid is a methodGrid is a method
of evaluatingof evaluating
leadershipleadership
styles. The Gridstyles. The Grid
is used to trainis used to train
managers somanagers so
that they arethat they are
simultaneouslysimultaneously
more concernedmore concerned
for people andfor people and
for productionfor production
(9,9 style on the(9,9 style on the
Grid).Grid).
Generic Approach to LeadershipGeneric Approach to Leadership

12. • Situational Models of Leader BehaviorSituational Models of Leader Behavior
– Assume that -Assume that -
• Appropriate leader behavior varies from one situation to another.Appropriate leader behavior varies from one situation to another.
• Key situational factors that are interacting to determine appropriateKey situational factors that are interacting to determine appropriate
leader behavior can be identified.leader behavior can be identified.
• Leadership Continuum (Tannenbaum andLeadership Continuum (Tannenbaum and
Schmidt)Schmidt)
– Variables influencing the decision-making continuum -Variables influencing the decision-making continuum -
• Leader’s characteristicsLeader’s characteristics——value system, confidence in subordinates,value system, confidence in subordinates,
personal inclinations, and feelings of security.personal inclinations, and feelings of security.
• Subordinates’ characteristicsSubordinates’ characteristics——independence needs, readiness forindependence needs, readiness for
responsibility, tolerance of ambiguity, interest in the problem,responsibility, tolerance of ambiguity, interest in the problem,
understanding goals, knowledge, experience, and expectations.understanding goals, knowledge, experience, and expectations.
• Situational CharacteristicsSituational Characteristics—type of organization, group—type of organization, group
effectiveness, the problem itself, and time pressures.effectiveness, the problem itself, and time pressures.
Situational Approaches to LeadershipSituational Approaches to Leadership

13. • Tannenbaum and Schmidt’s Leadership ContinuumTannenbaum and Schmidt’s Leadership Continuum
Use of AuthorityUse of Authority
by Managerby Manager
Boss-centered leadershipBoss-centered leadership
Manager makesManager makes
decision anddecision and
announces itannounces it
Manager permitsManager permits
subordinates tosubordinates to
function withinfunction within
limits defined bylimits defined by
superiorsuperior
Manager definesManager defines
limits, asks grouplimits, asks group
to make decisionto make decision
Manager presentsManager presents
problem, getsproblem, gets
suggestions,suggestions,
makes decisionmakes decision
Manager presentsManager presents
tentative decisiontentative decision
subject to changesubject to change
Manager presentsManager presents
ideas and invitesideas and invites
questionsquestions
ManagerManager
“sells”“sells”
decisiondecision
Area of FreedomArea of Freedom
for Subordinatesfor Subordinates
Subordinate-centered leadershipSubordinate-centered leadership
Situational Approaches to LeadershipSituational Approaches to Leadership

14. • Least-Preferred Coworker Theory (Fiedler)Least-Preferred Coworker Theory (Fiedler)
– The appropriate style of leadership varies with situationalThe appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).favorableness (from the leader’s viewpoint).
– Least preferred coworker (LPC)Least preferred coworker (LPC)
• The measuring scale that asks leaders to describe the person withThe measuring scale that asks leaders to describe the person with
whom they are least able to work well.whom they are least able to work well.
• High LPC scale scores indicate a relationship orientation; lowHigh LPC scale scores indicate a relationship orientation; low
LPC scores indicate a task orientation on the part of the leader.LPC scores indicate a task orientation on the part of the leader.
– Contingency variables determining situational favorableness:Contingency variables determining situational favorableness:
• Leader-member relationsLeader-member relations—t—the nature of the relationship betweenhe nature of the relationship between
the leader and the work group.the leader and the work group.
• Task structureTask structure—the degree to which the group’s task is defined—the degree to which the group’s task is defined..
• Position PowerPosition Power—the power vested in—the power vested in the leader’s position.the leader’s position.
Situational Approaches to LeadershipSituational Approaches to Leadership

15. • The Least-Preferred Coworker Theory of LeadershipThe Least-Preferred Coworker Theory of Leadership
Contingency Factors Situations
Leader-member relations Good
Task structure High
Position power Strong
Bad
Low High Low
Weak Strong Weak Strong Weak Strong Weak
Favorableness
of Situation
Appropriate
Leader Behavior
Most favorable Moderately favorable Most unfavorable
Task-oriented Task-orientedRelationship-oriented
Situational Approaches to LeadershipSituational Approaches to Leadership

16. • Path-Goal Theory (Evans and House)Path-Goal Theory (Evans and House)
– The primary functions of a leader are to make valued or desiredThe primary functions of a leader are to make valued or desired
rewards available in the workplace and to clarify for therewards available in the workplace and to clarify for the
subordinate the kinds of behavior that will lead to goalsubordinate the kinds of behavior that will lead to goal
accomplishment or rewards.accomplishment or rewards.
– Leader Behaviors:Leader Behaviors:
• Directive leader behaviorDirective leader behavior—letting subordinates know what is—letting subordinates know what is
expected of them, giving guidance and direction, and schedulingexpected of them, giving guidance and direction, and scheduling
work.work.
• Supportive leader behaviorSupportive leader behavior—being friendly and approachable, having—being friendly and approachable, having
concern for subordinate welfare, and treating subordinates as equals.concern for subordinate welfare, and treating subordinates as equals.
• Participative leader behaviorParticipative leader behavior—consulting with subordinates, soliciting—consulting with subordinates, soliciting
suggestions, and allowing participation in decision making.suggestions, and allowing participation in decision making.
• Achievement-oriented leader behaviorAchievement-oriented leader behavior—setting challenging goals,—setting challenging goals,
expecting subordinates to perform at high levels, encouraging andexpecting subordinates to perform at high levels, encouraging and
showing confidence in subordinates.showing confidence in subordinates.
Situational Approaches to LeadershipSituational Approaches to Leadership

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

18. • The Path-Goal FrameworkThe Path-Goal Framework
SubordinatesSubordinates’’
personalpersonal
characteristicscharacteristics
•• Perceived abilityPerceived ability
•• Locus of controlLocus of control
Leader behaviorsLeader behaviors
•• DirectiveDirective
•• SupportiveSupportive
•• ParticipativeParticipative
•• Achievement-Achievement-
orientedoriented
EnvironmentalEnvironmental
characteristicscharacteristics
•• Task structureTask structure
•• Work groupWork group
SubordinatesSubordinates’’ motivation to performmotivation to perform
The Path-Goal TheoryThe Path-Goal Theory Situational Approaches to LeadershipSituational Approaches to Leadership

19. • Vroom Decision Tree ApproachVroom Decision Tree Approach
– Attempts to prescribe a leadership style appropriate to aAttempts to prescribe a leadership style appropriate to a
given situation.given situation.
– Basic PremisesBasic Premises
• The degree to which subordinates should be encouraged toThe degree to which subordinates should be encouraged to
participate in decision making depends on the characteristics ofparticipate in decision making depends on the characteristics of
the situation.the situation.
• NNo one decision-making process is best for all situations.o one decision-making process is best for all situations.
• After evaluating the different problem attributes, a leader canAfter evaluating the different problem attributes, a leader can
choose a decision path on one of two decision trees thatchoose a decision path on one of two decision trees that
determines the decision style and specifies the amount ofdetermines the decision style and specifies the amount of
employee participation.employee participation.
– Decision significanceDecision significance—the degree to which the decision will—the degree to which the decision will
have an impact on the organization. Subordinates are involvedhave an impact on the organization. Subordinates are involved
when decision significance is high.when decision significance is high.
– Decision Timeliness—the degree of time pressure for making aDecision Timeliness—the degree of time pressure for making a
decision in a timely basis; may preclude involvingdecision in a timely basis; may preclude involving
subordinates.subordinates.
Situational Approaches to LeadershipSituational Approaches to Leadership

20. • Vroom Decision Tree Approach (cont’d)
– Decision-Making Styles
• Decide—manager makes decision alone and then announces or
“sells” it to the group.
• Consult (individually)—manager presents program to group
members individually, obtains their suggestions, then makes the
decision.
• Consult (group)—manager presents problem to group at a
meeting, gets their suggestions, then makes the decision.
• Facilitate—manager presents the problem to the group, defines
the problem and its boundaries, and then facilitates group
member discussion as they make the decision.
• Delegate—manager allows the group to define for itself the exact
nature and parameters of the problem and then develop a
solution.
Situational Approaches to LeadershipSituational Approaches to Leadership

21. Vroom’s Time-DrivenVroom’s Time-Driven
Decision TreeDecision Tree
P
R
O
B
L
E
M
S
T
A
T
E
M
E
N
T
L
H
H
H
H
H
H
HHH
H
H
H
H
H
H
H
H
H
H
Decide
Consult (group)
Decide
Delegate
Facilitate
Facilitate
Decide
Delegate
Consult
(individually)
Consult (group)
Decide
Facilitate
Consult
(individually)
Facilitate
Decision
Significance
Importanceof
Commitment
Leader
Expertise
Likelihoodof
Commitment
Group
Support
Group
Expertise
Team
Competence
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
H

22. Decide
Consult (group)
Facilitate
Decide
Delegate
Delegate
Delegate
Consult (group)
Consult (group)
Facilitate
Decide
Facilitate
H
H
L
L
--—
--—
--—
--—--—
--—
--—
--—
--—
--— --—
H
H
L
L
--—
--—
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--—--—
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H L
H
P
R
O
B
L
E
M
S
T
A
T
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M
E
N
T
Decision
Significance
Importanceof
Commitment
Leader
Expertise
Likelihoodof
Commitment
Group
Support
Group
Expertise
Team
Competence
L
Vroom’sVroom’s
Development-DrivenDevelopment-Driven
Decision TreeDecision Tree

23. • The Leader-Member Exchange (LMX) ApproachThe Leader-Member Exchange (LMX) Approach
– Stresses the importance of variable relationships betweenStresses the importance of variable relationships between
supervisors and each of their subordinates.supervisors and each of their subordinates.
– Leaders form unique independent relationships (“verticalLeaders form unique independent relationships (“vertical
dyads”) with each subordinate in which the subordinatedyads”) with each subordinate in which the subordinate
becomes a member of the leader’s out-group or in-group.becomes a member of the leader’s out-group or in-group.
Leader
Subordinate
1
Subordinate
2
Subordinate
3
Subordinate
4
Subordinate
5
Out-Group In-Group
Situational Approaches to LeadershipSituational Approaches to Leadership

24. • Substitutes for LeadershipSubstitutes for Leadership
– A concept that identifies situations in which leader behaviorA concept that identifies situations in which leader behavior
is neutralized or replaced by characteristics of subordinates,is neutralized or replaced by characteristics of subordinates,
the task, and the organization.the task, and the organization.
Characteristics that Substitute for Leadership
Subordinate Task Organization
Ability
Experience
Need for independence
Professional orientation
Indifference towards
organizational goals
Routineness
The availability of feedback
Intrinsic satisfaction
Formalization
Group cohesion
Inflexibility
A rigid reward structure
Related Perspectives on LeadershipRelated Perspectives on Leadership

25. • Charismatic Leadership (House)Charismatic Leadership (House)
– Charisma, an interpersonal attraction that inspires supportCharisma, an interpersonal attraction that inspires support
and acceptance, is an individual characteristic of a leader.and acceptance, is an individual characteristic of a leader.
– Charismatic persons are moreCharismatic persons are more
successful than noncharismaticsuccessful than noncharismatic
persons.persons.
– Charismatic leaders areCharismatic leaders are
self-confident, have a firmself-confident, have a firm
conviction in their beliefconviction in their belief
and ideals, and possessand ideals, and possess
a strong need to influencea strong need to influence
people.people.
Related Perspectives on LeadershipRelated Perspectives on Leadership

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

27. • Transformational LeadershipTransformational Leadership
– Leadership that goes beyond ordinary expectations, byLeadership that goes beyond ordinary expectations, by
transmitting a sense of mission, stimulating learning, andtransmitting a sense of mission, stimulating learning, and
inspiring new ways of thinking.inspiring new ways of thinking.
– Seven keys to successful leadershipSeven keys to successful leadership
• Trusting in one’s subordinatesTrusting in one’s subordinates
• Developing a visionDeveloping a vision
• Keeping coolKeeping cool
• Encouraging riskEncouraging risk
• Being an expertBeing an expert
• Inviting dissentInviting dissent
• Simplifying thingsSimplifying things
Related Perspectives on LeadershipRelated Perspectives on Leadership

28. • Political BehaviorPolitical Behavior
– The activities carried out for the specific purpose ofThe activities carried out for the specific purpose of
acquiring, developing, and using power and other resourcesacquiring, developing, and using power and other resources
to obtain one’s preferred outcomes.to obtain one’s preferred outcomes.
– Common Political BehaviorsCommon Political Behaviors
• InducementInducement—offering to give something to someone else in return—offering to give something to someone else in return
for that person’s support.for that person’s support.
• PersuasionPersuasion—persuading others to support a goal on grounds that—persuading others to support a goal on grounds that
are objective and logical as well as subjective and personal.are objective and logical as well as subjective and personal.
• Creation of an obligationCreation of an obligation—providing support for another—providing support for another
person’s position that obliges that person to return the favor at aperson’s position that obliges that person to return the favor at a
future date.future date.
• CoercionCoercion—using force to get one’s way.—using force to get one’s way.
• Impression managementImpression management—making a direct and intentional effort—making a direct and intentional effort
to enhance one’s image in the eyes of others.to enhance one’s image in the eyes of others.
Political Behavior in Organizations

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

30. Thank YouThank You