Leadership Ch. 4

Followers can exercise reward power over leaders by:

-Controlling scarce resources -Modifying their level of effort based on the leader's performance.

Leaders can enhance their ability to influence others based on reward power by:

-Determining what rewards are available -Determining what rewards are valued by their subordinates - Establishing policies for the fair and consistent administration of rewards for good performance.

French and Raven identified five sources/bases of power by which an individual can potentially influence others:

-Expert Power -Referent Power -Legitimate Power -Reward Power -Coercive Power

Leaders vary in their motivation to manage in terms of six composites:

-Maintaining good relationships with authority figures -Wanting to compete for recognition and advancement -Being active and assertive -Wanting to exercise influence over subordinates -Being visibly different from followers -Being willing to do routine administrative tasks

Two ways that need for power is expressed:

-Personalized Power -Socialized Power

Thematic Apperception Test

A projective personality test used to assess one's need for power. Subjects are asked to make up a story about each picture they're shown, and the stories are then interpreted in terms of the strengths of various needs imputed to the characters.

Legitimate Power

Depends on a person's organizational role i.e. formal/official authority. -Primarily a function of the situation. -Allows exertion of influence through requests or demands deemed appropriate by virtue of role and position. -Holding a position and being a leader are not the same. Effective leaders need more than legitimate power to be successful. -Followers can use their legitimate power (job descriptions, bureaucratic rules, union policies) to influence leaders.

Influence Behavior Questionnaire

IBQ- designed to assess nine types of influence tactics, and its scales give us a convenient overview of various methods of influencing others.

Influence tactics

One person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors.

Need for Power

People vary in their motivation to influence or control others

Referent Power

Refers to the potential influence one has due to the strength of the relationship between the leader and the followers. -Function of the relationship between leaders and followers. -Takes time to develop but can be lost quickly. -The stronger the relationship, the more influence leaders and followers exert over each other. -Followers with relatively more referent power than their peers are often spokespersons for their units and have more latitude to deviate from work-unit norms.

Influence

The change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics.

Reward Power

The potential to influence others through control over desired resources. -Function of leaders, followers, and situation. -Overemphasizing performance rewards can lead to workers feeling resentful and manipulated. -Extrinsic rewards (praise, compensation) may not have the same behavioral effects as intrinsic rewards ( personal growth, development).

Coercive Power

The potential to influence others through the administration of negative sanctions or the removal of positive events. -Function of the leader and the situation. -Opposite of reward power. -Reliance on this power has inherent limitations -One of the most common forms of coercion is a superior's temperamental outbursts. -Followers that use coercive power to influence a leader's behavior tend to have a relatively high amount of referent power among co-workers.

Expert Power

The power of knowledge, influence on others through relative expertise in particular areas. -Primarily a function of the leader, amount of knowledge one possesses relative to the rest of the members of the group (so followers may have more expert power then leaders at times).

Pressure tactics

Threats or persistent reminders used to influence targets.

Inspirational appeals

When an agent makes a request or proposal designed to arouse enthusiasm or emotions on targets.

In one view, power represents an inference or attribution made on the basis of an agent's observable acts of influence. From this perspective, power is never directly observed but rather...

attributed to others on the basis and frequency of influence tactics they use and on their outcomes.

Influence can be measured by the ____________ or _________ manifested by the followers as a result of a leader's influence tactics.

behaviors or attitudes

Coalition tactics

differ from consultation in that they are used when agents seek the aid or support of others to influence the target.

Exchange

influencing a target through the exchange of favors

Personalized Power

is exercised for personal needs by selfish, impulsive individuals.

Socialized Power

is used for the benefit of others or the organization and may involve self-sacrifice.

Legitimizing tactics

occur when agents make requests based on their position or authority

Consultation

occurs when agents ask targets to participate in planning an activity. Can strengthen member commitment to the idea.

Ingratiation

occurs when an agent attempts to get you in a good mood before making a request.

Rational persuasion

occurs when an agent uses logical arguments or factual evidence to influence others.

Power

the capacity to produce effects on others or the potential to influence others. -Actually a function of the leader, followers, and the situation.

Personal appeals

when an agent asks another to do a favor out of frendship