Organizational Behaviour – Ch12 Ch13

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