Chapter 15 Influence Processes and Leadership Influence Tactics in the Workplace.

Chapter 15

Influence Processes and Leadership

Influence Tactics in the Workplace

Chapter Outline

Power What Is Power? The Five Bases of Power Empowerment

INFLUENCE OTHERS(continued)

Upward Influence Tactics Survey

Instructions: Rank (from 1 = very often to 8 = very seldom or never) the following influence tactics, relative to how you generally try to influence people in superior positions such as your parents, bosses, or teachers.

INFLUENCE OTHERS(continued)

Rank1. Consultation _____

2. Rational persuasion _____

3. Inspirational appeals _____

4. Ingratiating tactics _____

5. Coalition tactics _____

6. Pressure tactics _____

7. Upward appeals _____

8. Exchange tactics _____

POWER

Influence: any attempt by a person to change another’s behavior.

Power: “the ability to marshal the human, informational, and material resources to get something done.”

POWER (continued)

Expressions of Power

“Power over” (ability to dominate) “Power to” (ability to act freely) “Power from” (ability to resist the

demands of others)

POWER (continued)

For Discussion:

1.Which expression(s) of power appeal most to you? Why?

2. Is your orientation toward power compatible with being a good manager?

BASES OF POWER AND

EMPOWERMENTFive Bases of Power Reward power: gaining compliance through

promising and granting rewards. Coercive power: gaining compliance through

threats or punishment. Legitimate power: achieved when a person’s

superior position alone prompts another person to act in a desired manner.

Referent power: compliance based on charisma or personal identification.

Expert power: compliance based on one’s ability to dispense valued information.

BASES OF POWER AND EMPOWERMENT

(continued)

Empowerment

Empowerment: making employees full partners in the decision-making process and giving them the necessary tools and rewards.

Frances Hesselbein: “The more power you give away, the more you have.”

BASES OF POWER AND EMPOWERMENT

(continued)

For Discussion:1.What are the relative strengths and drawbacks

of each power base?

2.Which base(s) of power do you rely on the most? The least? Why?

3.How do you interpret Hesselbein’s statement?

Improving Communication and Becoming a More

Powerful Person1. Am I into “talking about” versus

“dealing with” issues – do something about it or drop it?

2. Am I into “shoulds” rather than “what is” and what “I choose”?

3. Do I say “I can’t” when if mean “I won’t” – you give your power away. Person you are interrelating with will try to help you overcome your “can’t”?

4. Do I ask a question when I want to make a statement? This hooks people and asks for prior approval.

5. Do I say “you, we, one, it , they” when you mean “I”?

6. Do I say yes or tacitly agree when I feel or think “no”?

7. Do I stop when I am finished or do I

go on and on and on and on? 8. Do I fake contact when I want to

withdraw – remember body language will give you away?

9. Do I address the floor, ceiling, etc. when I want to contact individuals?

10. Be clear and concise about what you want, its your one best chance of getting it.

Chapter Outline (continued)

Leadership Leadership Defined Formal Versus Informal Leaders Trait Theory Behavioral Styles Theory Situational Theory Transformational Leadership Theory Servant Leaders: Putting to Work What

You’ve Learned

LEADERSHIP

Leadership: “a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational objectives.”

LEADERSHIP(continued)

Formal leadership: the process of influencing others to pursue official objectives.

Informal leadership: the process of influencing others to pursue unofficial objectives.

Trait Theories of Leadership

Find traits by studying successful leaders, try to figure out how to measure traits, and find people with those traits and put them on the job.

1948 traits include intelligence, scholarship, dependability in exercising responsibility, activity and social participation, socioeconomic status

Recent traits – honesty, forward looking, inspiring, and intelligent –Posner 1980’s.

LEADERSHIP(continued)

The Evolution of Leadership Theory

OldestTrait theoryBehavioral styles theorySituational theoryTransformational theory

Newest

The Evolution of Leadership Theory

Behavioral Styles Theories of Leadership Styles

Styles are patterns of leadership styles• Three Classic Approaches

• Authoritarian –Leader retains authority, assigns people to tasks with downward communication flow. This style doesn’t get participation of followers

• Democratic Leadership style – Leader delegates work to others which are assigned to make decisions on their own. Communication is both directions, helps motivate and gain commitment but is time consuming.

• Laissez-faire – Leader allow subordinates to make decisions, work out things on their own, and communicate with peers. This is usually not good way to lead because groups have no overall guidance.

Basic Leadership Styles from the Ohio State Study

THE LEADERSHIP GRID

Two Key Leadership Variables Concern for production (1= low; 9 = high):

a desire to achieve greater output, cost effectiveness, and profits.

Concern for people (1= low; 9 = high): promoting friendship, helping coworkers get the job done, and attending to things that matter to people, like pay and working conditions.

Ohio State Leadership styles (also Michigan

State) says leaders behave in two basic styles ways concern for structure and a concern for consideration. See Figure 15.3.)• Low concern for structure, low for consideration

(Leader is passive as laissez-faire type leader)• Low concern for structure, high concern for

consideration (Leader strives to promote group harmony and satisfaction. Touch/feely type leader.

• High concern for structure, low concern for consideration (Leader is authoritarian type leader.)

• High concern for structure, high concern for consideration (Leader is tries to get task done in structure way and maintains a cohesive group. Participative leaders are similar to this type.

• A SECOND LEADERSHIP STYLE USING GRID FOLLOWS ON NEXT SLIDE.

– Blake and McCanse leadership style types (See figure 15.4)

– (1,1) Impoverished Management, low concern for people, low for task.

(1,9) Country Club management, high concern for people, low concern for task

(5,5) Middle of road management moderate concern for people and task

(9,1) Authority-Compliance management, high concern for task, low concern for people

(9,9) Team Management, high concern for people and high concern for task – considered the best type of style.

Problem here is there are situations such as during a war that team management may not be best. This leads to next group of theories--SITUATIONAL

Source: Reproduced by permission from Leadership Dilemmas--Grid Solutions by Robert R. Blake and Anne Adams McCanse. Copyright © 1991, Gulf Publishing Company, Houston, Texas 800-231-6275. All rights reserved.

Blake and McCanse’s Leadership Grid®

Situational Theories of Leadership

Fiedler’s Contingency Theory based on three situation variables• Group members and leadership relationship• How clearly task is defined• Leaders formal authority and control

Two types of leadership style are Task-Motivated leaders and Relationship- Motivated leadersTask motivated is best under hi, hi, hi of above variables

or lo, lo, lo of above variablesRelationship-motivated when you have medium, medium,

medium of variables above

Fiedler’s Contingency Theory of Leadership

Vroom/Yetton/Jago’s Contingency model

Decisions are the major contribution of management, given different situations you use five different ways of making decisions.

AI and AII -- Autocratic CI and CII -- Consultive GII -- Group DirectedThe type used is based on eight questions you ask

about the decision—quality required, commitment required, leader’s information, structured decision, commitment probability if you make yourself, goal congruence (subordinates have same goal as your), likelihood of subordinate conflict, and subordinate information.

Alternative Decision-Making Styles in the Vroom/Yetton/Jago Model

Source: Reprinted from Leadership and Decision Making, by Victor H. Vroom and Philip W. Yetton, by permission of the University of Pittsburgh Press. © 1973 by University of Pittsburgh Press.

The Vroom/Jago Decision Tree for Dealing with a Group Problem When Time Is Limited

Source: Reprinted from The New Leadership: Managing Participation in Organizations by Victor H. Vroom and Arthur G. Jago, 1988, Englewood Cliffs, N.J.: Prentice-Hall. Copyright 1987 by V.H. Vroom and A.G. Jago. Used with permission of the authors.

PATH-GOAL LEADERSHIP THEORY

“Path-goal theory gets its name from the assumption that effective leaders can enhance employee motivation by (1) clarifying the employee’s perception of work goals, (2) linking meaningful rewards with goal attainment, and (3) explaining how goals and desired rewards can be achieved.”

PATH-GOAL LEADERSHIP THEORY(continued)

Path-Goal Leadership Styles

Directive: Tell people what is expected of them and provide specific directions.

Supportive: Treat employees as equals in a friendly manner.

Participative: Consult with employees and ask for and use their suggestions.

Achievement-oriented: Set challenging goals, emphasize excellence, and seek continuous improvement while trusting employees to be responsible and get the job done.

PATH-GOAL LEADERSHIP THEORY(continued)

For Discussion: Which style would you respond most favorably to? Why?

TRANSFORMATIONAL LEADERSHIP

Transformational leaders: visionaries who challenge people to achieve exceptionally high levels of morality, motivation, and performance.

Workers should try to go above and beyond what they are asked.

TRANSFORMATIONAL LEADERSHIP(continued)

Profile of the Transformational Leader

Charisma: Provides vision and sense of mission, instills pride, gains respect and trust.

Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving.

Individualized consideration: Gives personal attention, treats each employee individually, coaches, advises.

TRANSFORMATIONAL LEADERSHIP(continued)

For Discussion: Describe a transformational leader you have read or heard about or known personally. What exactly made that leader stand above the rest?

THE SERVANT LEADER(See Management Ethics feature)

Robert K. Greenleaf, former AT&T researcher, "built his philosophy on the idea that the leader exists only to serve his followers; they grant him their allegiance in response to his servant nature."


(continued)

Characteristics of Servant Leaders:

They are servants first. They articulate goals. They inspire trust. They know how to listen. They are masters of positive feedback. They rely on foresight. They emphasize personal development.


(continued)

For Discussion:

1.Have you ever heard about or personally known a servant leader? What set them apart?

2.Do you aspire to be a servant leader? Why or why not?

Chapter Outline(continued)

Mentoring Learning from a Mentor Dynamics of Mentoring

MENTORING

Mentor: an individual who systematically develops a subordinate's abilities through intensive tutoring, coaching, and guidance. The average mentor relationship lasts around 5 years.

MENTORING(continued)

Career Functions Performed by Mentors

Sponsorship Exposure-and-visibility Coaching Protection Challenging assignments


Psychosocial Functions Performed by Mentors

Role modeling Acceptance and confirmation Counseling Friendship


For Discussion:

1.Have you ever had a mentor? What were the positives and negatives of the relationship?

2.Which of the above functions are most valuable for today's new managers?

Chapter Outline(continued)

Behavior Modification What Is Behavior Modification? Managing Antecedents Managing Consequences Positively Reinforce What Is Right about Job

Performance Schedule Positive Reinforcement

Appropriately

A management tool to affect visible behavior --

BEHAVIOR MODIFICATION

Behavior modification: systematically managing environmental antecedents and consequences to get people to do the right things more often and the wrong things less often.

Behavior is something we can see, therefore you can tell when operant conditioning works.

BEHAVIOR MODIFICATION(continued)

Operant conditioning involves managing antecedents and using positive, negative, extinction, and punishment.

Managing Antecedents

Antecedent: an environmental cue that prompts an individual to behave in a given manner.

Remove barriers to desired behavior and provide helpful aids and opportunities.


For Discussion: What "environmental cues" do you respond to during the course of a typical day?


Managing Consequences

Positive reinforcement: encouraging a behavior with an immediate pleasing consequence.

Negative reinforcement: encouraging a behavior by immediately withdrawing or terminating a displeasing situation.


Extinction: discouraging a behavior by ignoring it or no longer reinforcing it.

Punishment: discouraging a behavior by (1) immediately presenting an undesirable consequence or (2) immediately withdrawing something of value.

Can use constant or variable rates and constant and variable rewards/punishment.


For Discussion:

1. Is behavior modification appropriate for the modern workplace? Why or why not?

2.Children and pets are said to be the world's greatest behavior modifiers. Why?

Chapter 15 Influence Processes and Leadership Influence Tactics in the Workplace.

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