Week8.Leadership Power

8/2/2019 Week8.Leadership Power

1/47

Warwick BusinessSchool 5/3/12

LEADERSHIP & POWER

People and OrganisationsIB92A0

Dr. Dawn Eubanks


2/47


Leadership: Is itImportant?

Leadership sounds important A Google search on the word

leadership led to 415,000,000 hits

Wayne Rooney: 61,800,000Cheryl Cole: 37,900,000Rihanna: 394,000,000

We hear the term everyday in themedia and use it often ourselves

But is it really important? WHY??????


3/47

Warwick BusinessSchool

Why is Studying LeadershipImportant?

Leaders have a big impact on our worldand our lives

Understand how a leader maintainseffectiveness and influence

We serve as subordinates

You may be a leader one day!


4/47


Reason 1:We may become leaders


5/47


David Cameron


6/47


Reason 2: We will Serve AsSubordinates


7/47Warwick BusinessSchool 5/3/12

eason :We will Serve AsSubordinates



eason :We will Serve AsSubordinates



Reason 3:Leaders make a Big Impact

POSITIVE



Reason 3:Leaders make a Big Impact

AND NEGATIVE



Leadership Defined

Difficult to define because commonlydescribed from an individual perspective

Many many different definitions Described in terms of traits, behaviors,

influence, interaction patterns, rolerelationships, and occupation of anadministrative position

Similarities include the idea that it

involves a process in which one personexercises influence over others to guide,structure, and facilitate activities andrelationships in a group or organization



Defining Leadership

Okay, if its important what is it? Bad news:No agreed upon definition by leadership

scholars Good news:There is a rough definition mostagree on

Leadership: is a process whereby anindividual influences a group of individualsto achieve a goal.


13/47Warwick BusinessSchool

Many Types of Leaders



Virgin

Dyson
http://www.youtube.com/watch?v=mTP7FvBlwIU&p=D5DF81F49B38C0F0&index=5&playnext=2http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=mTP7FvBlwIU&p=D5DF81F49B38C0F0&index=5&playnext=2


15/47


What Makes a LeaderEffective? Empirical literature indicates that the

best relationships exist betweenleaders and followers are built on high

levels of mutual respect and trust.
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


16/47


Activity

Think about a leader that you arefamiliar with.

What makes this leader particularly

effective? Do they hold some of the

characteristics we have been

discussing?
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


17/47


LEADERS EXERCISE POWER

POWER is the capacity of individuals to

overcome resistance on the part ofothers, to exert their will, and to

produce results consistent with theirinterests and objectives
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


18/47


Structurally Embedded Power

ORGANISATIONAL STRUCTURE

POLICIES & RULES

TECHNOLOGYCONTROL OF BUDGETS

CORPORATE CULTURE

RECRUITMENT & TRAININGREWARDS & PUNISHMENT
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


19/47


Power and Influence

INDIVIDUAL POWER BASES (French &

Raven)- Coercive/physical- Reward/resource

- Position/legitimate

- Expert

- Personal/referent

METHODS OF INFLUENCE (Handy)- Overt

- Covert

ADJUSTMENT TO INFLUENCE

- Compliance

- Identification

- Internalisation
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


20/47


Leadership & Power

Five

Bases

of

Power
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


21/47


Stogdill Research

Physical characteristics Aspects of personality 124 trait studies were reviewed (1948)

163 trait studies were reviewed (1974) Relevant traits included intelligence,alertness to the needs of others,understanding of the task, initiative andpersistence in dealing with problems, self-

confidence, and desire to acceptresponsibility and occupy a position ofdominance and control.

No universal leadership trait
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


22/47


Center for CreativeLeadership Research

What leads to the eventual success orfailure of a leader?

Interviewed top executives and senior

human resource managers.Asked about managers that failed to

perform and managers that succeeded.

Looked for differences


23/47


Successful ManagerialTraits (across studies)

High energy level and tolerance for stress High self-confidence, but not excessive Internal locus of control

High emotional maturity (well-adjusted) High integrity (behavior consistent with

espoused values, perceivedtrustworthiness)

Strong need for power Moderate achievement orientation Low need for affiliation
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


24/47


Traits and Skills The FuzzyDifference

Trait:Most are relatively stable (e.g.,

personality)

Some can be influenced by experience Skill:More malleable (i.e., changeable) than

traits

Are influenced by heredity and situation
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


25/47


26/47


Three Skill Approach (Katz,1955)

In response to the emphasis onleadership skills, Katz developed theskills approach to leadership

Technical Skills

Human Skills

Conceptual Skills
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


27/47

http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


28/47


TransformationalLeadershipThe roots of transformational

leadership theory were found in thewritings of Max Weber

Transformational leadership theleadership transforms the goals offollowers from self-interest to

collective achievement


29/47


Called to duty rather than simplyrelationship of transactions

Create obligations in followers rather

than a relationship of exchanges Weber believed that people were

charismatics or they were not


30/47


Popular TransformationalTheories

Suffer from two major weaknessesTend not to be very specific in describing

how a leader can develop the inspirationalqualities and communication abilitiesnecessary to leadGloss over the situational and subordinate

factors that influence the usefulness of aset of behaviors or courses of action

In general they are oversimplified andoversold
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


31/47


Houses 1976 Theory ofCharismatic Leadership

House begins with the argument thatcharismatic leadership must be defined byits effects on followers

Defined the evidence for charisma as the

extraordinary levels of:Devotion

IdentificationEmulation

House grouped the characteristics ofcharismatic leadership into threecategories:Personal characteristics, behaviours, and

situational determinates
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


32/47


Personal characteristicsand behaviours

High levels of self-confidence

Dominance over others

Strong conviction in the moral righteousness ofhis or her beliefs

High need to influence others

High expectations for followers

Confidence in the ability of the followers toachieve them.

Motive arousal behaviors induce cognitive andemotional states consistent with the behaviorsnecessary to accomplish the goal.
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


33/47


Situational determinants

Surrounding situation is stressful

Transcendent vision
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


34/47


Dark Side of CharismaThe consequences

Being in awe of the leader reducesgood suggestions by followers

Desire for leader acceptance inhibits

criticism by followers Adoration by followers creates

delusions of infallibility

Excessive confidence and optimismblind the leader to real dangers
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


35/47


Consequences

Denial of problems and failures reducesorganizational learning

Risky, grandiose projects are more likely to fail

Taking complete credit for successes alienates

some key followers Impulsive nontraditional behavior creates

enemies as well as believers

Dependence on leader inhibits development ofcompetent successors

Failure to develop successors creates an eventualleadership crisis.


36/47


Click to edit Master subtitle style

Outstanding Leadership

Pathways to OutstandingLeadership: Comparative Analysis

of Charismatic, Ideological andPragmatic Leaders(Mumford, 2006)
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


37/47


Overview

Crisis theory- outstanding leadershipcan only develop out of a crisis

Three main types:

CharismaticIdeological

Pragmatic
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


38/47


Development

Experience Counts! Crystallizing eventsEnvironmental events that shape leader

along a certain path CasesReference library to life eventsAutobiographical narrative to life story

Helps understand prior events, and planfor future events
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


39/47


Socialized and PersonalizedLeaders

Socialized leaders seek to enhanceothers and the broader social systemby building capabilities in others that

transcend the leader Personalized leaders frame actions interms of there own self-aggrandizement seeking to enhance

their power and control regardless ofthe costs to others and the broadersocial system.


40/47


Charismatic Leadership

The attributes of the leader serve tomagnify the impact of the vision beingarticulated.

Idealized futureSelf sacrifice


41/47


The vision

Personal meaning

Explains events

Establishes sense of identity

Characterized by emotionally evocativeimagesMotivate

Creates a shared experience, and a shared

future image

Suggests a path that resolves currentsocial problems and tensions


42/47


Ideological Leadership

Vision appeals to the virtues of thepast rather than the future.

Vision is framed in terms of the values

and standards that must bemaintained in order to build a justsociety.


43/47


Pragmatic Leadership

Does not require a vision. Influence is from an in depth

understanding of the social system

and causal variables. Use expertise, logic, and rational

arguments Manipulate the situations to bring

about efficient practical solutions tosignificant system problems.


44/47


Combing leader types

Socialized charismatic

Personalized charismatic

Socialized ideologues

Personalized ideologues

Socialized pragmatics

Personalized pragmatics
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=related


45/47


Activity

Obama

Gandhi

Prince Charles
http://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.youtube.com/watch?v=vjD69XIv0xs&feature=relatedhttp://www.cbsnews.com/video/watch/?id=4572578nhttp://www.youtube.com/watch?v=dk_RtLayZqYhttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=dk_RtLayZqYhttp://www.cbsnews.com/video/watch/?id=4572578n


46/47


Performance

Performance- not a difference ineffective performance between broadtypes (charismatic, ideological,

pragmatic)There is between personalized and

socialized.

This suggests that integrity is a criticalaspect of performance for outstandingleadership
http://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCco


47/47

Case Study

Leadership in Focus
http://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.youtube.com/watch?v=HtPtSoyqCcohttp://www.leadershipinfocus.net/2-0/index.cfm?event=location.index&section=cases&subsection=videocase&video_id=428&topic_id=1http://www.leadershipinfocus.net/2-0/index.cfm?event=location.index&section=cases&subsection=videocase&video_id=428&topic_id=1

Week8.Leadership Power

Documents

Transcript of Week8.Leadership Power