Chapter 11: Leadership

Influence Tactics: *collaboration*

helping the target complete the request. Working with the HR department to accomplish the shifts change.

Transformational Leadership: *Individualized Consideration*

helps followers achieve their potential through coaching, development, and mentoring; leaders provide followers with what they need (resources) to help them achieve your goal/vision

*Personal* characteristics of Organizational Politics (individual Level): *need for power*

some individuals seek out power, so they are going to do things that benefit them as they work to acquire a higher power position in an organization.

two general forms of conflict

task and relationship

power

the ability to influence the conduct of others, and resist unwanted influence in return. It can also be seen as the ability to resist influence attempts of others.

Transformational Leadership: *intellectual stimulation*

challenges followers to be innovative and creative; leaders challenge their followers to do more than they otherwise would have done.

Influence Tactics: *Apprising*

explaining why performing the request will benefit the target personally. explaining to employees that if they come in earlier, they'll get paid more. At least time and a half since its a holiday.

Transformational Leadership: *inspirational motivation*

fosters enthusiasm for and commitment to a shared vision of the future; leaders get followers excited about where you are taking them.

Influence Tactics: *Exchange*

offering a reward or resources to the target in return for performing a request those who come in early get a $5 gift card.

which influence tactics are least effective? (result *no* change in behavior or attitude)

pressure coalitions

Transformational Leadership: *idealized influence*

provides a vision and a sense of mission, instills, pride, gains respect and trust; leaders get people to want to follow them

When trying to influence a superior, which tactic is most effective?

rational persuasion

Which influence tactics are most effective? (result in change in behaviors and attitudes)

rational persuasion consultation inspirational appeals collaboration

Critical Theories of Leadership: *Neutralizers*

reduce the importance of leaders (Prevents leaders from being effective)

Critical Theories of Leadership: *Substitutes*

reduce the importance of leaders, while simultaneously providing a direct effect on employee performance (make leader behaviors redundant/unnecessary)

*Personal* characteristics of Organizational Politics (individual Level): *Self-monitoring*

"social chameleons" you don't know their "true" feelings because they are playing a part depending on the situation they are in.

*Personal* characteristics of Organizational Politics (individual Level): *Machiavellian*

"the ends justify the means" people with this belief are more likely to engage in organizational politics

Five Methods of Conflict Resolution: *Avoiding*

(Lose-Lose) both parties decline working to find a solution.

Five Methods of Conflict Resolution: *accommodating*

(Lose-Win) one side concedes to the other

Five Methods of Conflict Resolution: *competing*

(Win-Lose) one side wins while the other side loses

Five Methods of Conflict Resolution: *collaborating*

(Win-Win) both sides work together to find a solution that works for both sides.

integrative bargaining

*"expanding the pie"* Uses problem solving and mutual respect to achieve a win-win scenario Conflict resolution: Collaborating Good idea to use this strategy when.. more than one issue ex. a job offer. (pay, benefits, vacation time, starting date, etc) parties have different preferences on issues long term relationship is more important than particular outcome of the negotiation

distributive bargaining

*"slicing the pie"* Win-Lose negotiating over a "fixed-pie" of resources; "zero-sum" condition. -Conflict resolution: Avoiding, competing, accommodating, or compromising -Assumes that your interests and other party's interests are opposed. You get more by taking away from the other party. --Ex. Buying a car from a dealership. Dealer wants to sell for the highest possible to make more money. You want to buy the car for the lowest price possible to save money. -Know your BATNA (Best Alternative to Negotiated Agreement), set high aspirations, make the first offer, and counteroffer immediately.

Life Cycle Theory of Leadership: *able and Unwilling* (Stage 3)

*Norming* they realize they need to est. norms but their relationships are still not well-developed enough to have est. trust and respect. During this phase it is important for leaders to focus on high consideration behaviors to help build those relationships, but low on initiating structure since the team has est. their own norms and expectations.

Life Cycle Theory of Leadership: *Unable and Unwilling* (Stage 2)

*Storming* each member came to the team with their own ideas and is not willing to accommodate other ideas. It is important for the leader to be high on consideration and initiating structure in order to help the team build trust and agree on norms and expectations for the team.

Life Cycle Theory of Leadership: *Unable but willing* (Stage 1)

*forming* they are willing since they were just formed and have their own ideas, but unable to complete their assigned task or objective. They are unable because they don't know the members of the group and need to figure out the roles and norms of the team. It is important for a leader to have high initiating structure to help the team develop trust and respect.

Life Cycle Theory of Leadership: *able and willing* (Stage 4)

*performing* they have est. norms, expectations, and roles in the team. At this time, the leader needs to take a step back and let the team do their job. The leader will need to be low on both initiating structure and consideration behaviors.

Five Methods of Conflict Resolution: *Compromising*

Both sides have to give up something in order to come to a solution.

Contingency Factors that influence dependency: *Discretion*

Do you have the power to make decisions on your own or are you limited by organizational rules? if managers are forced to follow organizational policies and rules, their ability to influence others is reduced. Ex. you boss can say that they will decrease your pay for poor performance; however, they have to get it approved through through HR first and they are limited a 2% decrease in pay.

Leadership Styles: *Laissez-Faire*

French for "let do" Hands off style of leadership (leader avoids getting involved) leaders by titles only avoid getting involved with their subordinates.

Time-Driven Model of Leader Decision Making Styles: *Facilitative*

Gather Facts: Subordinate Generate and Eval Alternatives: Both Makes Decision: Both you (leader) and your friends (subordinates) come up with a few ideas for possible destinations. You all work together to evaluate the positives and negatives of each destination. From there, you all make the final decision together.

Time-Driven Model of Leader Decision Making Styles: *Consultative*

Gather Facts: Subordinate Generate and Evaluates Alternatives: Subordinates Makes Decision: Leader you (leader) ask your friends (subordinates) to work together to come up with their top three picks for a destination. You ask them to provide you with positives and negatives about each destination. You use this information to make the final decision.

Time-Driven Model of Leader Decision Making Styles: *Autocratic*

Gather Facts: Subordinates Generate and Evaluates Alternative: Leader Makes Decision: Leader you (leader) ask each of your friends (subordinates) to email you a suggestion for a destination. From there, you compile the list of their suggestions and evaluate all alternatives, then you make the final decision

Time-Driven Model of Leader Decision Making Styles: *Delegative*

Gather facts: Subordinate Generate and Eval alternatives: Subordinates Makes Decisions: Subordinate you (leader) tell your friends (subordinates) that you are completely swamped with school work at the moment. You ask them to take care of the decision on their own and that you will be ok with whatever they decide

transactional leadership: Contingent Reward

Leader makes rewards contingent on favorable performance.

Leader-Member Exchange Theory

Leaders treat different subordinates differently and the effectiveness of a leader is contingent on the relationship between the leader and the particular member(s)

Leadership Styles: *Transactional Leadership*

Reward or discipline followers depending on the adequacy of their performance.

Leadership Styles: *transformational leadership*

These types of leaders are the most active and effective. what helps leaders "transform" followers so that they are willing to work beyond expectations to benefit the collective good?

Negotiation

a discussion between two or more parties with the apparent aim of resolving divergent interests

organizational politics

actions by individuals that are directed toward the goal of furthering their own self-interests. this can be beneficial to the organization if self-interests align with org interests

Inspirational Appeal

appealing to the values and ideals of the target to create an emotional reaction. after sharing changes made from initial meeting, sharing the value the employees have to you as a manager and in a team.

Contingency Factors that influence dependency: *Visibility*

are others aware of your power and the resources or rewards you control? If everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be high. Ex. The boss that you never see may have a lot of control over resources that you could use to be successful at work, but if you don't know what they control or ever see them, how can you know how powerful they are?

Contingency Factors that influence dependency: *Substitutability*

are there substitutes for the resources or rewards you control? leaders that control resources that no one else has access to can use their power to gain greater influence. ex. Parents need to be on the same page. If a child asks for a lollipop before dinner and mom says no but dad says yes, mom lost her power. There is a substitute (dad) who also controls the rewards they want (candy).

Contingency Factors that influence dependency: *Centrality*

are you important to the success of others? Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others. Ex. if you have a boss at work that you never see or interact with, they aren't crucial to your success thus they won't have as much power over you as a manager that you work with every day and go to for support.

Influence Tactics: *personal appeals*

asking for something based on personal friendships or loyalty Using previous work experience with others where you've worked closely with them before and enjoyed it so you ask them to come in early because you know how they work.

Legitimate Power

based on authority and position inside the organization and sometimes referred to as "formal Authority" People with this power have a title and people reporting to them. Ex. your boss has the right to ask you to do things that are work related while you are at work

reward power

based on control of resources or rewards. Managers generally have control over raises, deciding who gets promoted, performance evals, etc. this power comes from their ability to control the things that people in an org want.

coercive power

based on control over punishment. This type of power operates on fear. It exists when one person believes that another has the ability to punish him or her and is willing to use that power. A manager generally has power over firing, demoting, and lowering pay of employees. You do hope that someone in HR has oversight on this so that someone can't abuse that power. Ex. your boss at work has coercive power over you if you listen to them because you know if you don't, you'll get written up.

Expert power

based on expertise, skills, or knowledge on which others depend. These are your "go-to" people at work or in school. They know a lot of information on specific topics, so they have power because people go to them for their knowledge.

Referent Power

based on followers' desire to identify and be associated with a person out of affection, admiration, or loyalty. - comes from being a likable person. People want to be associated with someone because they admire them, like them, or feel loyalty to them. - Popular celebrities can have referent power. People admire them, so that gives some celebrities power. Referent power that keeps shows like Keeping Up with the Kardashians on the air.

Critical Theories of Leadership

certain characteristics can constrain the influence of the leader, making it more difficult for the leader to impact employee performance. When these situations are present, money is best spent in areas other than recruiting and training leaders.

Types of powers: Organizational power

derived from a person's position within the organization.

Types of power: *personal Power*

derived from factors other than the formal authority of organizational power.

*Behavior* theories of leadership

effective leaders exhibit different behaviors than ineffective leaders. If we identify behaviors, we can train people to be effective leaders.

Influence Tactics: *Coalitions*

enlisting other people to help influence the target Bringing along other high ups and a few other employees to show that you all support the schedule change so the rest of the employees feel they have to change their schedule too.

*Organization* characteristics of Organizational Politics: *Role Ambiguity*

if employees don't have clear expectations at work, they are more likely to engage in activities that will benefit their own self-interests

*Organization* characteristics of Organizational Politics: *performance evaluations*

if performance evaluations measures are unclear, this can lead to organization politics since employees will want to engage in activities that make them look better.

*Organization* characteristics of Organizational Politics: *high performance pressure*

if there is a high pressure to perform, employees will want to do things that will make them look better vs. care about their impact on others and the organization

transactional leadership: *Management-by-Exception* (active)

leader monitors group, looking for mistakes and gets involved only when mistakes are made.

Transactional Leadership: *management-by-exception* (Passive)

leader only gets involved when mistakes are made. You never see this leader but you know that if you make a mistake you can expect a punishment.

Influence Tactics: *consultation*

letting the target participate in deciding how to implement the request. Asking employees to participate in coming up with ideas on how to change the schedule to match the change in opening hours for black friday.

In-Group

members who share high-quality exchanges with leaders

Relative influence

the absolute power of the "influencer" and "influencee" isn't as important as the disparity between them; ex. It doesn't matter how much power someone has, as much as it matter how much more power they have then you do, when you are trying to influence them. The POTUS has a lot of power over US citizens, but even though the president of the US has a lot of power, the president of the US does not have power over Canadian Citizens. It matters not how much power you have, but how much power you have over who you are trying to influence.

Contingency Theories of leadership

the effectiveness of a leader's behavior is contingent upon the situation. So, maximizing leader effectiveness means matching the right set of behaviors to the given situation.

Time-Driven Model of Leader Decision Making Styles

the effectiveness of a leader's decision-making styles is contingent upon several situational factors.

Initiating Structure

the extent to which a leader is likely to define and structure his/her roles and those of employees in the search for goal attainment

Consideration

the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees' ideas, and regarding for their feelings

Influence

the use of an actual behavior that causes behavioral or attitudinal changes in others. It is directional and relative.

leadership

the use of power and influence to direct the activities of followers toward goal achievement

downward influence

trying to influence someone in a power position *below* you.

lateral influence

trying to influence someone in the same *same* power position as you.

upward influence

trying to influence someone that is in a power *above* you.

Influence Tactics: *Pressure*

using coercive power through threats and demands "anyone who does not comply to these changes will be fired"

Influence Tactics: *ingratiation*

using favors, complements, or friendly behaviors to influence the target. Charming employees to come into work earlier.

Relational Persuasion

using logical arguments and facts hosting a team meeting and filling them in about what is about to happen and why.

*Trait* theories of leadership

we can differentiate leaders from non-leaders or effective leaders from ineffective leaders based on their personal qualities and characteristics

*Organization* characteristics of Organizational Politics: *limited or changing resources*

when employees are unsure of whether or they will have what they need at work (no job security, unsure of promotional opportunities, limited work hours, etc) they are more likely to engage in organizational politics since they want to make sure they have the resources they need.

Directional Influence

you are most likely thinking how someone in a position of power above you can influence you (downward), but it can also occur with you influencing someone in a position above you (upward), or you influencing someone who has the same amount of power as you (lateral).