Leadership Chapter 5

Substitutability in relation to power

Based on providing a unique and irreplacable service or product to others Substitutes for what an individual would have Has to do with team power

Roles compliance & commitment play in organization

COMPLIANCE They go along with no personal acceptance or deep commitment COMMITMENT They welcome and accept it as reasonable and legitimate

Solutions to Corruptions

Clear message and consistency Accountability Reducing uncertainty Training for leaders and followers Protecting employees Open communication

Coercive Power

Coercive power is derived from a person's ability to influence others via threats, punishments or sanctions. Coercive power is, therefore, a person's ability to punish, fire or reprimand another employee

Power available to everyone

Expert Power Referent Power

Corruption Follower Characteristics

Fear Silence Agreement Compliance Inaction Flattery Submissiveness Anxiety Conformity Collusion

Underlying theme of empowerment

Giving away to and sharing of power with those who need it to perform their job functions.

Culture impacts the perception and use of power

In high power distance culture, expectations of power sharing are low may perform at higher level if power is more widely distributed

Corruption Leader Characteristics

Inflated view of self Arrogant and controlling Rigid and inflexible Sense of entitlement Willing to use and exploit others Lack of empathy and caring for others Disinhibited, vicious, ruthless Overly concerned with power The Dark Triad

Expert Power

Knowledge is power. Derived from possessing knowledge or expertise in a particular area. Such people are highly valued by organizations for their problem solving skills. People who have expert power perform critical tasks and are therefore deemed indispensable. Possession of expert power is normally a stepping stone to other sources of power such as legitimate power.

Factors contributing to power corruption

Leader characteristics Follower characteristics Organizational factors

Sources of power in an organization

Legitimate Power Reward Power Coercive Power Expert Power Referent Power

Legitimate Power

Legitimate power is also known as positional power. It's derived from the position a person holds in an organization's hierarchy

Corruption Organizational Factors

Organizational culture SEPARATION OF LEADERS AND FOLLOWERS (LARGE POWER DISTANCE) LITTLE OR NO ACCOUMTABILITY Hiring practices based on personal relationships rather than objective criteria Short-term-oriented reward system with limited criteria Centralized organizational structure High uncertainty and chaos Highly unequal power distribution

Referent Power

People Refer to, go to Derived from the interpersonal relationships that a person cultivates with other people in the organization. People possess referent power when others respect and like them, power arises from charisma, as the charismatic person influences others via the admiration, respect and trust others have for them Derived from relationships they have with others

Reward Power

Reward power arises from the ability of a person to influence the allocation of incentives in an organization. These incentives include salary increments, positive appraisals and promotions But if it's applied through favoritism, reward power can greatly demoralize employees and diminish their output

Degree of responsibility Richard Fuld took

Scapegoat

RESISTANCE

They do not accept the influence and either actively or passively resist it. Can be overt or covert

COMPLIANCE

They go along with no personal acceptance or deep commitment

COMMITMENT

They welcome and accept it as reasonable and legitimate

Power

the ability of one person to influence others and exercise control over them