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Organizational Behaviour – Ch12 Ch13
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Uploaded: 3 years ago
Category: Management
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Transcript
CHAPTER 12 – POWER, INFLUENCE AND NEGOTIATION LEADERSHIP
Power
The ability to influence others
The ability to resist influence
The Bases of Power
Legitimate Power - Organizational Power
Reward Power - Organizational Power
Coercive Power - Organizational Power
Referent Power - charisma being well liked, drive for being admired/respected by others - Personal Power
Expert Power - specific knowledge that no one else does - Personal Power
POWER AND INFLUENCE
Substitutability
Centrality
Discretion - do you have the freedom?
Visibility
Influence Tactics (p.411-413)
Responses to Influence
Resistance
Coercive
Reward (less intense with resistance than compliance)
Compliance
Coercive (less intense with compliance than resistance)
Reward
Legitimate (boss tells you to do something legitimate, you will comply)
Internalization
Legitimate (formal standing will take you far, but not as far as to other sources of power)
Expert (rare, innovative)
Referent (charisma, being well liked/admired)
Bases of Power
Legitimate
Reward
Coercive
Expert
Referent
Conflict Resolution and Negotiation (p.418-424)
CHAPTER 13 – LEADERSHIP
Using your power and your influence to direct the activities of followers toward goal achievement.
Early Leadership Theories
• Great man/woman theory
? What traits do effective leaders possess? (Table 13-2 Traits/Characteristics Related to Leader Emergence and Effectiveness)
§ Personality Traits -> the Big Five
? The Behavioural Approach
What are effective leadership behaviours? It depends on the situation…
Day to Day Leadership Behaviours
What do leaders actually do?
Initiating Structure
Directive
Task oriented
Consideration - Deep level of personal concern for your employees
Supportive
Relations oriented
"Life Cycle Theory of Leadership" P.451-3
Leader Decision Making Styles
? Delegative Style ----- HIGH FOLLOWER CONTROL
? Facilitative Style
? Consultative Style
? Autocratic Style ---- HIGH LEADER CONTROL
High Leader Control
? MORE APPROPRIATE WHEN..
® Decisions less significant
® Employee commitment less important
® Expertise: Leader > employees
® Employees don’t work well as a team
® Own objectives
High Follower Control
? MORE APPROPRIATE WHEN…
® Decisions more significant
® Employee commitment more important
® Expertise: Leader < employees
® Employees work well as a team
® Shared Objectives
Dominant Leadership Theories
Transactional/ Transformational Leadership
The full range model of leadership (considers all leaders that are good will/body)
? Transactional Leadership Behaviours
® Contingent reward - will motivate followers by showing instrumentality is clear
? Most important/effective transactional behaviour
® Management by Exception (active)
? Sometimes necessary
® Management by Exception (passive) (BAD)
? No good
Transformational Leadership Behaviours
Idealized Influence - Charisma TED talk
Inspirational Motivation
Intellectual Stimulation
Individualized Consideration
Leader Member Exchange
? The quality of the relationship between the leader and the follower
? The leader will look at his followers and see which followers they want to provide mentoring to
? Who has the energy to engage in these activities
? Role making- which followers will rise to the occasion
? High Quality LMX Relationship
High trust + Respect
High sense of obligation
Repeated Exchange of favors
Higher employee Satisfaction
Higher task performance + OCBs
CHARISMA
? FRAME
? SUBSTANCE
? DELIVERY
What does it mean to follow?
· Supporting someone's leadership by endorsing his/her goal and contributing to its realization
· Can leadership exist without followership? No.
Possible Followership Styles
1. Passive
? "yes sir!" (highly deferent)
? Waits for leader to determine solutions, give directions
? Does best to carryout directions given
2. Proactive (should earn leader's trust first)
? "What if…" "Have you thought of.."
Helping leader make best decisions by proactively sharing salient information, challenging leader's idea/assumptions
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