Session 5-Power and Influence July 2 2011

7/18/2019 Session 5-Power and Influence July 2 2011

http://slidepdf.com/reader/full/session-5-power-and-influence-july-2-2011 1/97

ANGLIA RUSKINUNIVERSITY

Executive Leadership

BC 415007SSession 5

5/4/15 1



INTEGRTI!E APPROACH

"ore than one t#pe o$ %eadership varia&%e



TEAM

PRESENTATIONSituationalLeadership

Theories



Continen!" Theories

..explain Leadership Effectiveness in

terms of it!ational "oderator

#aria$les



TEAMPRESENTATION

Path GoalTheor"



Path-Goal Theory

%eveloped to explain ho& the

$ehavio!r of a leader

infl!ences the satisfactionand performance of

s!$ordinates



Path-Goal Theory

Ho!se '1()1*+ ,the "otivationa% $unction o$

a %eader consists o$ increasin'

persona% pa#o$$s to su&ordinates $or

(or)*'oa% attain"ent and "a)in' the

path $or these pa#o$$s easier to trave%

&# c%ari$#in' it+ reducin' road&%oc)s

and pit$a%%s and increasin' theopportunities $or persona% satis$action

en route-



Path-Goal Theory

4 &ehaviours (ere de$ined,

!pportive Leadership

%irective Leadership

Participative Leadership

AchievementOriented Leadership



Path-Goal Theory

Situationa% !aria&%es,

Ca!sal #aria$les

ntervenin0 #aria$les

End Res!lt #aria$les

it!ational "oderator #aria$les



Path-Goal Theoryhe research revealed mixed and inconcl!sive

res!lts

oo m!ch reliance on expectanc2 theor2 as a

primar2 $asis for explainin0 leader infl!ence.

Relied on $road cate0ories of leader

$ehavio!r

Each t2pe of leadership $ehavio!r &as

considered separatel2 $!t there are li3el2

interaction amon0 $ehavio!rs



Continen!" Theories

Pathoal heor2

'Evans 1()6 and Ho!se 1()1*

LPC Contin0enc2 "odel

'7iedler 1(84 1(8)*

Leader !$stit!tes heor2

'9err and :ermier 1();*



Continen!" Theories

<ormative %ecision heor2

'#room and =etton 1()>*

"!ltiple Lin3a0e "odel

'=!3l 1(;1 1(;(*

Co0nitive Reso!rce heor2

'7iedler et al 1(;8 and 1(;)*



LPC Contingency Model

?ses a rait "eas!re called ,Least

Preferred @or3er-

A hi'h L-C %eader is motivated to have

close interpersonal relationships &ith

s!$ordinates and &ill sho& $ehavio!rs

s!ch as &ein' considerate andsupportive




A %o( L-C %eader is motivated $2

achievement of tas3s and &ill esta$lish

0ood relations &ith s!$ordinates onl2 if

the s!$ordinates are performin0 &elland there are no serious tas)

pro&%e"s.




A (ea)ness is the interpretation of the

LPC score

%oes not explain ho& the leaders LPC

score affects 0ro!p performance "odels !tilit2 is limited

%oes not provide 0!idance for trainin0

leaders in ho& to adapt to sit!ations <e0lects medi!m LPC leaders



Leader Su#stitutes Theor"$Kerr and %er&ier' ()*+,

"odel identifies aspects of the sit!ation

that red!ce the importance of leadership

$2 mana0ers and other formal leaders

heor2 identifies s!$stit!tes for

s!pportive and instr!mental leadership

as &ell as ne!traliBers for this t2pe of

leadership



Leader Su#stitutes Theor"$Kerr and %er&ier' ()*+,

heor2 !ses $roadl2 defined $ehavio!r

cate0ories s!pportive and instr!mental

leadership

7ails to differentiate $et&een direct

actions $2 the leader and to improve a

dependent varia$le and actions to

improve a s!$stit!te that affects thedependent varia$le and &ill accomplish

the same p!rpose



Multiple Lin-ae Model$Yu-l' ()+(' ()+),

.escri&es in a 'enera% (a#+ the

interactin' e$$ects o$ "ana'eria%

&ehaviour and situationa% varia&%es

on the intervenin' varia&%es thatdeter"ine the per$or"ance o$ a

(or) unit



Multiple Lin-ae Model$Yu-l' ()+(' ()+),

Theor# is co"p%ex and "ore

co"prehensive than ear%ier theories

%oes not specif2 ho& different t2pes of

leader $ehavio!rs interact &ith each other

in their effects on intervenin0 varia$les

Sti%% a "ore 'enera% conceptua%

$ra"e(or) rather than a re$ined theor#



Coniti.e Resour!e Theor"$/iedler et al' ()+0' ()+*,

Exa"ines conditions under (hich

co'nitive resources such as inte%%i'ence

and experience are re%ated to 'roup

per$or"ance Leader effectiveness is predicted $2

intelli0ence in lo& stress conditions and $2

experience in hi0h stress conditions

Theor# provides so"e possi&%e reasons

$or poor /ua%it# decisions under stress



Coniti.e Resour!e Theor"$/iedler et al' ()+0' ()+*,

Theor# is too 'enera%

#er2 fe& st!dies s!pport the theor2

n%# one %eadership &ehaviour inthe theor# and that is too 'enera%

to capture the co"p%exities $ound

in ear%ier research



Nor&ati.e 1e!ision Theor"Vroo& and Yetton $()*2,' Vroo& and %ao $()++,

sin' decision procedures that are

appropriate $or the situation

5 %ecision Proced!res

12 Leader so%ves the pro&%e" or "a)es the

decision usin' in$or"ation that is avai%a&%e

32 &tain the necessar# in$or"ation $ro"su&ordinates then decide the so%ution to

the pro&%e" #ourse%$



Nor&ati.e 1e!ision Theor"Vroo& and Yetton $()*2, Vroo& and %ao $()++,


2 Leader shares the pro&%e" (ith re%evant

su&ordinates individua%%#+ 'ettin' ideas and

su''estions (ithout &rin'in' the" to'etheras a 'roup22 Then "a)e the decision

42 Leader shares the pro&%e" (ith

su&ordinates as a 'roup+ o&tain co%%ective

ideas and su''estions then "a)e thedecision (hich "a# or "a# not re$%ect the

su&ordinates6 in$%uence





52 Leader shares the pro&%e" (ith

su&ordinates as a 'roup2 To'ether the#

'enerate and eva%uate a%ternatives andatte"pt to reach a consensus on a so%ution2

Leaders role is li3e that of a Chairman.

Leader does not tr2 to infl!ence the 0ro!p to

adopt his/her sol!tion and is &illin0 to acceptand implement an2 sol!tion that has the

s!pport of the entire 0ro!p




ai%s to inc%ude so"e i"portant

aspects o$ the situation such as

severe ti"e constraints+ a"ount o$

su&ordinate in$or"ation and'eo'raphica% dispersion

7ails to capt!re some differences amon0sit!ations $2 reD!irin0 a definite 2es or

no ans&er to the sit!ational D!estions




%ecision processes are treated as a sin0le

discrete episode that occ!rs at one point in

time $!t most important decisions are not

made in this &a2 Leaders are ass!med to have the

necessar2 s3ills to !se each decision

proced!re

"odel deals &ith onl2 a small part of

leadership. everal concept!al

&ea3nesses need to $e corrected

1e!ision



1e!isionMa-in:

Business decision "a)in'

shou%d &e centred around,

Gettin' 'ood and re%evant

in$or"ation

Bein' a&%e to sort it and

inte'rate it

In$or"ation processin'

8ei'hin' up variousoptions



1e!ision Ma-in

Business decisions are ver# rare%# ta)en

&# one individua%

t sho!ld $e vie&ed as the o!tcome of a

complex colla$orative process



1e!ision Ma-in

8hen "a)in' decisions that have an

e$$ect on the (ho%e &usiness

Ens!re that the specific cu%tura% perspective of the decisionma3in0 0ro!p

has not led to an ass!med consens!s

across c!lt!res



Decision Making

8hen "a)in' decisions that have an

e$$ect on the (ho%e &usiness

%ecisionma3in0 sho!ld $e driven $2

external factors informed $2 an!nderstandin0 of the &ider mar3et

processes and context &ithin &hich an2

$!siness decision is made



CONTINGENCYT3EORIES

Complex and diffic!lt

Provide insi0hts a$o!t reasons for

leadership effectiveness

Lac3 s!fficient attention to leadership

processes that transform the &a2 follo&ers

vie& themselves and their &or3



PO4ER

-8ER IS T9E C-CIT:

R

-TENTIL

T

INLENCE



Po5er and Politi!s

B;ECTI!E

o eval!ate the role of-o(er -o%itics and

In$%uence in the (or)environ"ent



PO4ER IS T3E GREATMOTIVATOR

Po&er is a concern for

infl!encin0 people



,f &e feel po&erless

&e feel victimiBed-Chilcote and Reece '66(*

7



Po5er6In7uen!eApproa!h

tte"pts to exp%ain %eadershipe$$ectiveness in ter"s o$,

'a* the a"ount of po&er possessed $2 the

leader

'$* the t#pe of po&er possessed $2 the

leader

'c* ho( the po&er is exercised



IN/LUENCE

8IT9T IT+

LE.ERS9I-.ES NT E<IST



GROUPS

Leadership involves infl!encin0 a 0ro!p

of individ!als &ho have a common

p!rpose.

ro!ps are the context in &hich

leadership ta3es place.



AUT3ORITY

HE RH PREROA#E

OFLAO< A<% %?E

AOCAE% @HPARC?LAR -SITINS <

A< ORA<AO< OR

OCAL =E"



3ei8et9' ()):

Possession of po&er is $ased on

G$or"a% ro%e

Leaders ma2 have $or"a% a!thorit2

&ut the2 ma2 rel2 in lar0e part on

in$or"a% authorit# 'from theirpersonal D!alities and actions*



Po5er T"pes and Sour!es



PO4ER TA;ONOMY

French and Raven (1959) Re(ard -o(er

Coercive -o(er

Le'iti"ate -o(er

Expert -o(er

Re$erent -o(er



RE4AR1 PO4ER

he tar0et person complies inorder to o$tain the re&ards

that are controlled $2 the A0ent



COERCIVE PO4ER

he tar0et person complies

in order to avoid

p!nishments controlled $2the A0ent



LEGITIMATE PO4ER

he tar0et person complies$eca!se he/she $elieves the

A0ent has the ri0ht to ma3e

the reD!est and the tar0et

person has the o$li0ation to

compl2.



E;PERT PO4ER

he tar0et person

complies $eca!se

he/she $elieves that

the A0ent has

special 3no&led0ea$o!t the $est &a2

to do somethin0



RE/ERENT PO4ER

he tar0et person complies$eca!se he/she admires or

identifies &ith the A0ent and&ants to 0ain the A0ents

approval



Also

nformation Po&er 'Petti0re& 1()

=!3l I 7al$e 1((1*

Ecolo0ical Po&er



ECOLOGICAL PO4ER

Control over the ph2sical

environment technolo02 and

or0anisation of &or3



TYPES O/ PO4ER

-SITIN -8ER

-ERSNL -8ER



2 major kinds of poer

-osition -o(er %erived from the office or ran3

'hi0her stat!s than follo&ers*.

ncl!des le0itimate re&ard and coercive po&er.

-ersona% -o(er is the infl!ence capacit2 a

leader derived from $ein0 seen $2 follo&ersto $e %i)ea&%e and )no(%ed'ea&%e



Po&er $e0ins &ith and is

retained $2 )no(in'

#ourse%$ and

!nderstandin0 2o!r

position relevant to others



.E=NSTRTE

N.ERSTN.ING>



3O4 CAN YOU CREATE RAPPORT$<64AY 1IALOG, T3AT IS /REE6

/LO4ING AN1 CAN1I1 43EN

YOU 1ISAGREE 4IT3 T3EPERSPECTIVE =EING E;PRESSE1>



%etermine &hether infl!encin0

the other person reall2

matters to 2o!



ome leaders are !na&are of the

vital role in$%uencin' throu'h

rapport and co""unication

pla2s in increasin0 their po&er

nfl!ence &ith or &itho!t formal

a!thorit2 is essential



IN/LUENCE TACTICS

mpression "ana0ementJ infl!encin0 peopleto li3e 2o!

PoliticalJinfl!ence ho& important decisions

are made and &ho ma3es them or to silencepeople

Proactive infl!enceJ immediate tas3 o$Kective

Reactive infl!enceJ !sed to resist an!n&anted infl!ence

Chilcote and !eece



Chilcote and !eece"2##$%

,one potent s3illset for

creatin0 infl!ence involves

a%i'nin' (ith theperspectives+ needs and

st#%es o$ others?



"achiavelli &arns of the

dan0ers of s!ch

actionsJJJJJJJ..admonishin0 Princes not

to &e @hated?



n $!siness conversations

the 0oal is not to

dominate or &in $!t to$e heard and to shape

the direction



Ali0nin0 &ith and en0a0in0

others m!st coexist &ith

decisive leadership

IN/LUENCE



IN/LUENCEPROCESSES

9elman '1(5;* proposed three t2pes of

infl!ence processes

'1* nstr!mental Compliance

'* nternaliBation

'>* Personal dentification



HE LEA%ER :OF CALL =RE

7OR O"EO<E @HO CA<

<7L?E<CE PEOPLE HA< 7OR

O"EO<E @HO %OE H<

FEER ALO<E.



MANAGERS /ALL INTO 2

MOTIVATIONAL GROUPS12 $$i%iative =ana'ers

"ana0ers &ho are concerned a$o!t &ein'%i)ed tend to have s!$ordinates &ho feel that

the2 have little personal responsi$ilities

$elieve that or0anisational proced!res are

not clear and have little pride in their &or30ro!pJJ the2 tend to ma3e ad hoc

decisions.



SCILGICL T9ER: N. IN.INGS

JJ

The person whose need for

affiliation is high

does not make a good manager.




MOTIVATIONAL GROUPS32 =otivated &# the need to achieve

he2 foc!s on settin0 0oals and reachin0them $!t the2 p!t their o&n achievement

and reco0nition IRST.

,There is no reason on theoretical groundswhy a person who has a strong need to be

more efficient should make a good

manager -.




MOTIVATIONAL GROUPS

2 Institutiona% =ana'ers

nterested a$ove all in -8ER2

PRO/ILE O/



PRO/ILE O/T3E INSTITUTIONAL MANAGER

Or0anisationminded

Felieve stron0l2 in the importance of centra%iAed

authorit#2

he2 %i)e to (or)

@illin0 to sacrifice some of their o&n selfinterest for the

(e%$are o$ the or'anisation the2 serve.

9een sense of ustice.

ense of responsi&i%it# Or0anisation c%arit#

Tea" spirit.



The &etter "ana'ers are

Institutiona% =ana'ers6

PO4ER MOTIVATE1



PO4ER MOTIVATE1MANAGERS

=a)e su&ordinates $ee%stron' rather than (ea)



-o(er and in$%uence re/uire

$%exi&i%it# and adapta&i%it#

S#ste"s Theor#2

The %a( o$ Re/uisite !ariet#



Indi!ators o8

Leadership E?e!ti.eness -er$or"ance and 'ro(th of leaders 0ro!p or

or0aniBation

7ollo&er attitudes and perceptions o$ the %eader

Leaders contri$!tion to the /ua%it# o$ 'roup

processes

Extent to &hich a person has a success$u% career as

a %eader

%evelopment of a composite meas!re

1)



MANAGERIAL E//ECTIVENESS

B!E LL+ =NGERS

S9L. STER =NG

SBR.INTES

STRNG SENSE

TE= S-IRIT N. -RI.E IN

8RDINGS -RT TE=.



E?e!ti.e Leadership

meas!red at t&o levels+

Chan'e in attitude

Chan'e %eadin' to achieve"ent o$

speci$ic 'oa%



=NGE=ENT

ISN INLENCE G=E



0 .EGREE LE.ERS TDE T9ETI=E N. ERT T ERN

INLENNCE 8IT9 T9EIR

LL8ERS ;ST S T9E: .8IT9 T9SE !ER 89= T9E:

9!E N T9RIT:



nfl!encin0 people reD!ires thatmana0ers maintain a caref!l

$alance $et&een ens!rin0 that

emplo2ees are s!fficientl2monitored and 0ivin0 them

eno!0h freedom to innovate in

that Ko$ that is after all theirspecialist area



nfl!encin0 is li3el2 to $e a lon0

dra&n o!t process &hich reD!ires

m!ltiple comm!nications and re

ne0otiations $efore final

a0reement is reached



nfl!encin0 3no&led0e &or3ers in

a modern or0anisation is less

li3el2 to $e effective if it foc!ses

merel2 on emplo2ee $ehavio!r



t is far more li3el2 to $e s!ccessf!l if itis aimed at instillin0 an !nderstandin0 of

the or0anisations c!lt!re val!es and

0oals so that the individ!al canreco0nise the connections $et&een the

achievement of the or0anisations

o$Kectives and their o&n

CONCLUSION



CONCLUSION

OP "A<AER "?

POE A HH <EE%

7OR PO@ER HO@E#ERH <EE% "? FE

.ISCI-LINE.

N.

CNTRLLE.

Th = t M



The =est Manaers

E=TINL =TRIT:2

.E=CRTIC CC9ING =NGERIL

ST:LE



,reat leaders co!ra0eo!sl2

levera0e the d2namics of

po&er to move people in

!nified &a2s that perpet!ates!ccess-



@Sheer $orce "a# produce

short*ter" 'ain &ut "aster#o$ 'enuine %istenin'+

appropriate invo%ve"ent

and s)i%$u% a%i'n"ent (i%%

#ie%d a %eve% o$ in$%uence

that produces productiveand %o#a% advocates?



T"pi!al A!ti.it" Patterns in

Manaerial 4or- "an2 interactions involve oral

comm!nication

%ecision processes are disorderl2 and

political

"ost of the plannin0 is informal and adaptive

;5

Managerial Acti&ities



g

;8

E t l R liti



E@ternal Realities Economics politics and societ2

lo$aliBation

<e& comp!ter and telecomm!nications

technolo02

tr!ct!re of or0aniBations O!tso!rcin0 and K!stintime inventories

ncreasin0l2 complex and competitive

$!siness environment

;)

Changes in the 'at(re of



Changes in the 'at(re ofManaerial 4or-

9no&led0e econom2 ncreasin0 "Es

@ar for alent

People more important :o$ mo$ilit2 increasin0

!ppl2 of Exec!tives

;;

Leadership .s



Leadership .s

Manae&ent"ana0ers are concerned &ith doin0

thin0s ri0ht 'efficienc2*

Leaders are concerned &ith doin0 the

ri0ht thin0s 'effectiveness*

1;(



Leadership .s Manae&ent

"intB$er0s 16 leadership roles

9otter differentiatin0 $et&een mana0ers andleaders in terms of core processes and

intended o!tcomesRosts vie& of mana0ement as an a!thorit2

relationship and leadership as a m!ltidirectionalinfl!ence relationship

1(6

Leaders B Manaers



Leaders B Manaers

Managers Passive attit!de to&ards 0oal Invo%ve peop%e F ideas to

drive at strate'# orapproach

@or3 &ith people Re%ate to peop%e accordin'

to hierarch# o$ structure Avoid chaos Re%# on hierarch# o$ set

authorit#

Leaders

Personal I active attit!deto&ards 0oal perate $ro" hi'h ris)

position nt!itive and empathetic Sin'u%ar attitude

<ot dependent on socialindicators of identit2

=ore concern (ith peop%e+process



LE.ERS9I-SDILLS

SKILLS



SKILLS

Dno(%ed'e and &i%ities are

needed for effective leadership

)otter "*$++%



)otter "*$++%

@&ecause o$ their dependenceon other peop%e and

or'anisations+ "ana'ers need

to &e s)i%%ed at ac/uirin' and

usin' po(er to do their o&s?

Resear!h on Leader Traits and S-illsSt dill R i 8 th R h $():+ B ()*:,



Stodills Re.ie5 o8 the Resear!h $():+ B ()*:,

)(5

RECAP



RECAP

Po&er A!thorit2 nfl!ence

Leadership vs. "ana0ement

Leadership 3ills

Ne@t 4ee-



Ne@t 4ee-

Emotional ntelli0ence

Contin0enc2 heories

7irst Leader Presentation

Session 5-Power and Influence July 2 2011

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