Leadership - Ch 7 - MGMT-5370-W01 - SEMINAR

Territorial Games

Also referred to as turf wars, political tactics that involve protecting and hoarding resources that give one power, such as information, relationships, and decision-making authority

Spreitzer's psychological definition of empowerment

Meaning -Value of a work goal, evaluated in relation to a person's ideals or standards. Competence or Self-Efficacy -Individual's belief in his/her capability to meet performance requirements. Self-Determination -Individual's sense of having a choice in imitating and regulating actions. Impact -Degree to which the worker can influence strategic, administrative, or operating outcomes on the job. Internal Commitment -Takes place when workers are committed to a project, person, or program for individual motives.

Coercive Power

The ability of a manager to punish others The power to punish for noncompliance.

Expert power (personal)

influence based on special skills or knowledge

goal congruence

when the goals of the segment managers align with the goals of top management

Strategies Aimed at Avoiding Political Blunders (7)

-Criticizing the boss in a public forum. -Bypassing the boss. -Declining an offer from top management. -Putting your foot in your mouth (being needlessly tactless). -Not conforming to the company dress code. -Being revengeful and hostile during an exit interview. -Indiscreet behavior in private life.

Strategies Aimed at Gaining Power (9)

-Develop power contacts. -Have a compelling vision. -Control vital information. -Do what the political environment demands. -Remember that everyone expects to be paid back. -Be politically correct. -Be the first to accept reasonable changes -Inquire about improving your performance. -Develop positive psychological capital.

Strategies and Tactics Aimed at Building Relationships (8)

-Display loyalty. -Manage your impression. -Ask satisfied customers to contact your boss. -Be courteous, pleasant, civil, and positive. -Ask advice. -Send thank-you notes to large numbers of people. -Flatter others sensibly. -Reach out to your boss' boss.

Strategic Contingency Theory

An explanation of sources of power suggesting that units best able to cope with the firm's critical problems and uncertainties acquire relatively large amounts of power

Positive Psychological Capital

An individual's positive psychological state of development, characterized by four psychological resources: self-efficacy, hope, optimism, and resilience.

Political skill

An interpersonal style that manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence, trust, and sincerity.

LO: Know how to use delegation to support empowerment.

Delegation is an important part of empowerment. Empowerment: passing decision-making authority and responsibility from managers to group members. - Assigning formal authority and responsibility for accomplishing a specific task to another person. - Narrower than empowerment because it deals with a specific task. - Motivational because it gives group members a chance to develop their skills and demonstrate their competence.

pyramid-shaped organization structure

Each successive layer wields less power than the layer above.

LO Identify tactics used for becoming an empowering leader.

Foster Initiative and Responsibility -Henry Mintzberg - many professional workers already have considerable initiative and responsibility. Link Work Activities to Organizational Goals -Empowered workers who have responsibility to carry out activities that support the major goals of the organization will identify more with the company. Provide Ample Information -Employees should have ample information about everything that affects their work, and especially the impact of their actions on the company's costs and profits. Allow Group Members to Choose Methods -Under ideal conditions, the leader or manager sets a direction and lets the people involved choose the method. Encourage Self-Leadership -Encouraging team members to lead themselves is the heart of empowerment. Continue to Lead -Leaders should still provide guidance, emotional support, and recognition. Take Into Account Cultural Differences -A group member's cultural values might lead to either an easy acceptance of empowerment or reluctance to be empowered. Establish Limits to Empowerment -Empowerment can create disharmony and dysfunction when workers lack a clear perception of the boundaries of empowerment. Practice an Optimal Amount of Empowerment -Empowerment should be practiced from a contingency perspective - size up the situation, and ask to what extent group members should be empowered.

reason delegation is considered narrower than empowerment

It deals with a specific task.

LO: Explain how a leader can control dysfunctional politics.

Organizational politics can hurt an organization and its members, result in wasted time and effort, and lower productivity. Outcomes related to the perception of politics: -Adverse effects of stress. -More intentions to quit. -Less job satisfaction. -Less emotional commitment to the employer. -Lower task performance. -Less organizational citizenship behavior. Comprehensive Strategy to Control Politics -Organizational leaders must be aware of its causes and techniques. -Avoiding favoritism and cronyism. -Setting good examples at the top of the organization. -Individuals and the organization to share the same goals (goal congruence). -Discuss questionable information in a public forum. -Hiring people with integrity. -Emphasize that success can mean a lateral move as well as a promotion.

LO: Recognize the various types of power.

Organizational power is derived from many sources, including position power, personal power, ownership, dependencies, capitalizing on opportunity, managing critical problems, and being close to power. People with strong moral identity are less likely to use power for self-interest. Power -Potential or ability to influence decisions and control resources. Old power: -Held by few, and once it is acquired, it is jealously guarded. -Such power is inaccessible to most people, and it is leader driven. New power: -Created by many, is open, participatory, and is peer driven. -About processes such as empowerment and shared leadership.

LO: Describe both ethical and unethical political behaviors.

Political tactics and strategies may be either ethical or unethical. Ethical Political Tactics and Strategies -Gaining power. -Building relationships with superiors & coworkers. -Avoiding political blunders. Unethical Political Tactics & Strategies -Backstabbing. -Embrace or demolish. -Setting a person up for failure. -Playing territorial games. -Creating and then resolving a false catastrophe. -Abusing power.

Sources and Types of Power

Power Stemming from Ownership (executives) Power Stemming from Dependencies (dependent on them for things of value) Power Derived from Capitalizing on Opportunity (right place right time) Power Stemming from Managing Critical Problems (strategic contingency theory of power) Power Stemming from Being Close to Power (closer a person is to power, the greater the power he or she exerts) Power and Self-Serving Behavior (self serving vs. good of others)

LO: Pinpoint factors contributing to organizational politics.

Pyramid-Shaped Organizational Structure Subjective Standards of Performance Environmental Uncertainty & Turbulence Emotional Insecurity Machiavellian Tendencies Encouraging Admiration from Subordinates ----------------- To acquire and retain power, a leader must skillfully use organizational politics. Organizational Politics -Informal approaches to gaining power through means other than merit or luck. -Politics are played to achieve power, either directly or indirectly. -Leaders need political skill to build alliances and gain resources. Leader political support -Political acts and influence behaviors performed by leaders to provide followers with valuable resources to advance individual, group, or organizational objectives.

Self-Leadership

The idea that all organizational members are capable of leading themselves, at least to some extent.

Dependence perspective

The point of view that a person accrues power by other being dependent on him or her for things they value

Prestige power (personal)

The power stemming from a person's status and reputation.

moral identity

factor that explains why some people who attain power act out of self-interest, whereas others with power act in the interest of others. the aspect of personality that is present when individuals have moral notions and commitments that are central to their lives People with strong moral identity are less likely to use power for self-interest.

Referent power (personal)

influence based on identification with a person who has desirable resources or personal traits

leader political support

political acts and influence behaviors performed by leaders to provide followers with valuable resources to advance individual, group, or organizational objectives

Reward Power

the ability of a manager to give or withhold tangible and intangible rewards The authority to give employees rewards for compliance.

impression management

the attempt by people to get others to see them as they want to be seen includes behaviors directed at enhancing one's image by drawing attention to oneself.

Legitimate Power

the power a person receives as a result of his or her position in the formal hierarchy of an organization The lawful right to make a decision and expect compliance.