Chapter 12: Leadership Power & Influence

There are FIVE types of Leader Power

1) Legitimate 2) Reward 3) Coercive 4) Expert 5) Referent

Four Leader Frames of Reference

1) STRUCTURAL - Mindset: Sees organization as machine, economics, and plans. Emphasis: Goals, systems, efficiency, formal authority. 2) HUMAN RESOURCES - Mindset: Sees organization as family, belonging, clan. Emphasis: People, relationships, engagement. 3) POLITICAL - Mindset: Sees organization as jungle, power, schemes. Emphasis: Resource allocation, negotiation, coalition building. 4) SYMBOLIC - Mindset: Sees organization as theater, spiritual meaning, dreams. Emphasis: Vision, culture & values, inspiration.

FOUR Kinds of Influential Leadership

1) Transformational 2) Transactional 3) Charismatic 4) Coalitional

Human Resource Frame

A leader frame of reference that defines problems and issues in interpersonal terms and looks for ways to adjust the organization to meet human needs.

Niccolo` Machiavelli

An Italian philosopher, historian, and political strategist who wrote The Prince in 1513 as a guide for political leaders of the day on how to acquire and use power.

Referent Power

Authority based on personality characteristics that command followers' attention, respect, and admiration so that they want to emulate the leader.

There are TWO types of Power:

Hard & Soft

Politics

Involves activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices.

Tranformational Leadership

Is characterized by the ability to bring about significant change in both followers and the organization. Transformational leaders have the ability to lead changes in an organization's vision, strategy, and culture as well as promote innovation in products and technologies.

Power

Is often defined as the potential ability of one person to influence others to carry out orders or to do something they otherwise would not have done.

Resistance

The act of disobeying orders or deliberately avoiding carrying out instructions.

Influence

The effect a person's actions have on the attitudes, values, beliefs, or actions of others.

________________________ leadership skills can be learned as they are not ingrained personality characteristics.

Transformational

Six Principles for Asserting Leader Influence

1) Ask for what you want! 2) Develop Allies. 3) Rely on the rule of reciprocity. 4) Help people to like you. 5) Use rational persuasion. 6) Appeal to a vision or higher purpose.

To accumulate power, you need to get noticed. Here are some of Pfeffer's tips for doing so:

1) Play Up to the Boss 2) Naster the Art of Networking 3) Ve Forceful but pick your battles carefully. 4) Judiciously Break Some Rules.

Transformational leadership differs from transactional leadership in four significant areas:

1) Transformational leadership paints a grand vision of a desired future and communicates it in a way that makes the pain of change worth the effort. The most significant role of the transformational leader may be to articulate a vision that is significantly better than the old one and to enlist others in sharing the dream. It is the vision that launches people into action and provides the basis for the other aspects of transformational leadership. Without vision, there can be no transformation. 2) Transformational leadership inspires followers to go beyond their own selfinterests for the good of the group. Transformational leaders motivate people to do more than originally expected. They make followers aware of the importance of change goals and outcomes and, in turn, enable them to transcend their own immediate interests for the sake of the whole organization. 3) Transformational leadership elevates the concerns of followers from lower-level physical needs (such as for safety and security) to higher-level psychological needs (such as for self-esteem and self-actualization). Lower-level needs are met through adequate wages, safe working conditions, and other considerations, but the transformational leader also pays attention to each person's need for growth and development. Therefore, the leader sets examples and assigns tasks not only to meet immediate needs but also to elevate followers' needs and abilities to a higher level and link them to the organization's mission. 4) Transformational leadership develops followers into leaders. Instead of strictly controlling people, transformational leaders strive to bring out the best in followers. They rally people around the mission and vision and define the boundaries within which followers can operate with greater freedom to accomplish goals. They enlist followers in identifying problems and help them look at things in new ways so they can bring about productive change to reach the vision.

Symbolic Frame

A leader frame of reference that perceives the organization as a system of shared meaning and focuses on shared vision, culture, and values to influence others.

Structural Frame

A leader frame of reference that places emphasis on planning, setting goals, and clarifying expectations as a way to provide order, efficiency, and stability.

Political Frame

A leader frame of reference that views the organization as an arena of conflict or tension over the allocation of scarce resources.

Frame

A perspective from which a leader views the world; influences how the leader interacts with followers, makes decisions, and exercises power.

Leadership is an opportunity to use power and influence to accomplish important organizational goals, but power can also be ______________.

Abused

Committment

Adopting the leader's viewpoint and enthusiastically carrying out instructions.

_________________ has been called ''a fire that ignites followers' energy and commitment, producing results above and beyond the call of duty.''

Charisma

Failing to build a _______________ can allow conflict and disagreements to derail a leader's decision, particularly if the opposition builds a powerful coalition of its own.

Coalition

Each style—transformational, charismatic, coalitional, and Machiavellian—relies on _______________ assumptions and behaviors.

Different

Charisma can be used for good or ill, but applied wisely and ethically, it can lift the entire organization's level of ______________ and performance.

Energy

Compliance

Following the directions of the person with power, regardless of how much agreement there is with that person's directions.

Effective leaders don't rely solely on the _____________ power of their formal position to influence others.

Hard

Responses to the Use of Power

Hard Power (Position Power): - Appropriate use leads to COMPLIANCE. - Excessive Use leads to RESISTANCE. Soft Power (Personal Power) always leads to commitment.

Hard Power

Hard power includes legitimate, reward, and coercive power, which are defined largely by the organization's policies and procedures. However, it is important to remember that position power and leadership are not the same thing.

Coalitional Leadership

Involves s building a coalition of people who support the leader's goals and can help influence others to implement the leader's decisions and achieve the goals. Coalitional leaders observe and understand patterns of interaction and influence in the organization. They are skilled at developing connections with a broad network of people and can adapt their behavior and approach to diverse people and situations. Coalitional leaders develop positive relationships both within and outside the organization, and they spend time learning others' views and building mutually beneficial alliances.

Transactional Leadership

Is a transaction or exchange process between leaders and followers. The transactional leader recognizes followers' needs and desires and then clarifies how those needs and desires will be satisfied in exchange for meeting specified objectives or performing certain duties. Transactional leaders focus on the present and excel at keeping the organization running smoothly and efficiently. They are good at traditional management functions such as planning and budgeting and generally focus on the impersonal aspects of job performance. Transactional leadership can be quite effective. However, because it involves a commitment to ''follow the rules,'' transactional leadership maintains stability within the organization rather than promoting change. Transformational leadership is based on the personal values, beliefs, and qualities of the leader rather than on an exchange process between leaders and followers.

Machiavellian

Is often associated with unscrupulous, even diabolical behavior aimed at increasing one's power for personal gain, but in reality Machiavelli's essential argument in The Prince is that the welfare of the state must come first and foremost and that leaders must often do tough, even ruthless things in the spirit of the ends justifying the means. In other words, power is a tool used for securing the safety and stability of the organization. With Machiavellian-style leadership, the leader is willing to use any means necessary to preserve and protect the well-being of the organization. The characteristics of Machiavellian-style leaders include the following: 1) They are always on guard for risks and threats to their power. 2) They don't mind being feared. 3) They will use deception if necessary. 4) They use rewards and punishments to shape behavior.

Legitimate Power

Is the authority granted from a formal position in an organization. For example, once a person has been selected as a supervisor, most employees accept that they are obligated to follow his or her direction with respect to work activities. Certain rights, responsibilities, and prerogatives accrue to anyone holding a formal leadership position. Followers accept the legitimate rights of formal leaders to set goals, make decisions, and direct activities.

Charismatic Leadership

Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice. Charismatic leaders have an ability to communicate complex ideas and goals in clear, compelling ways, so that people understand and identify with their message. Charismatic leaders also act in unconventional ways and use unconventional means to transcend the status quo and create change. The final quality shared by charismatic leaders is that their source of influence comes from personal characteristics rather than a formal position of authority. People admire, respect, and identify with the leader and want to be like him or her. Although charismatic leaders may be in formal positions of authority, charismatic leadership transcends formal organizational position because the leader's influence is based on personal qualities rather than the power and authority granted by the organization.

Like coalitional leaders, ___________________-style leaders are highly political, but whereas coalitional leaders focus on reaching out and working with others, Machiavellian-style leaders typically focus on gaining and using individual power.

Machiavellian

"IN THE LEAD" (p. 366): Norman Seabrook, Riker's Island

Norman Seabrook, the president of the Correction Officers' Benevolent Association, illustrates how coalitional leadership increases power and helps leaders accomplish their goals. Leaders always have to anticipate resistance, talk with people all across the organization, and make sure their decisions will benefit the overall organization. Leaders can be more successful if they follow FOUR steps for effective coalitional leadership: 1) Coalitional Leaders do LOTS of interviews across the organization to gather information and get a clear sense of the challenges and opportunities that they face. 2) Coalitional Leaders visit customers and other stakeholders to gain their perspective and input. 3) Coalitional Leaders develop a map of stakeholder buy-in. 4) Coalitional Leaders break down barriers and promote cross-silo cooperation.

Mapping Stakeholder Buy-In

OBSERVERS: Stakeholders who watch change from the sidelines with a neutral attitude RESISTERS: Stakeholders who defend the status quo and oppose change. PARTNERS: Stakeholders who support change. ADVOCATES: Stakeholders who champion and lead change.

The rise of social media has brought attention to the importance of connections that can't be seen on an ____________________ chart.

Organization

Personalized Leaders

Personalized leaders are typically selfish, impulsive, and exercise power for their own self-centered needs and interests rather than for the good of the organization. Personalized leaders are characterized as self-aggrandizing, nonegalitarian, and exploitative, whereas socialized leaders are empowering, egalitarian, and supportive. Personalized behavior is based on caring about self; socialized behavior is based on valuing others.

When leaders ignore ______________ tactics, they may find themselves failing without understanding why.

Political

_______________ skillful leaders strive to understand others' viewpoints, needs, desires, and goals, and use their understanding to influence people to act in ways that help the leader accomplish his or her goals for the team or organization.

Politically

Expert Power

Power resulting from a leader's special knowledge or skill regarding tasks performed by followers. Leaders at supervisory levels often have experience in the production process that gains them promotion. At top management levels, however, leaders may lack expert power because subordinates know more about technical details than they do. People throughout the organization with expertise and knowledge can use it to influence or place limits on decisions made by people above them in the organization.

Reward Power

Power that stems from the authority to bestow rewards on other people. For example, appointed leaders may have access to formal rewards, such as pay increases or promotions. Moreover, organizations allocate huge amounts of resources downward from top leaders. Leaders control resources and their distribution. Lower-level followers depend on leaders for the financial and physical resources to perform their tasks. Leaders with reward power can use rewards to influence subordinates' behavior.

Socialized Leaders

Socialized leaders exercise power in the service of higher goals that will benefit others and the organization as a whole.

Soft Power

Soft power includes expert power and referent power.

In organizations, people who are friendly to others, willing to listen and collaborate, like to help others, and enjoy interacting with people from across the organization typically have _______________ influence

Strong

Coercive Power

The opposite of Reward Power. It refers to the power to punish or recommend punishment. Supervisors have coercive power when they have the right to fire or demote subordinates, criticize, or withhold pay increases. For example, if a salesman does not perform as well as expected, the sales manager has the coercive power to criticize him, reprimand him, put a negative letter in his file, and hurt his chance for a raise. Coercive power is the negative side of legitimate and reward power.

Rather than analyzing and controlling specific transactions with followers using rules, directions, and incentives, _______________________ leadership focuses on intangible qualities such as vision, shared values, and ideas in order to build relationships, give larger meaning to separate activities, and inspire people to participate in the change process.

Transformational