TAILIEUCHUNG - Lecture Leadership - Chapter 12: Leadership power and influence
After completing this chapter, students will be able to: Recognize your natural leadership frame of reference and how you can expand your perspective, use power and politics to help accomplish important organizational goals, identify types and sources of power in organizations and know how to increase power through political activity,. | Chapter 12 Leadership Power and Influence Chapter Objectives Recognize your natural leadership frame of reference and how you can expand your perspective. Use power and politics to help accomplish important organizational goals. Identify types and sources of power in organizations and know how to increase power through political activity. Use the influence tactics of rational persuasion, friendliness, reciprocity, developing allies, direct appeal, and scarcity. Ex. Four Leader Frames of Reference Mind-set: Sees organization as machine, economics, plans Emphasis: Goals, systems, efficiency, formal authority Dangers: Rigidity and tyranny Mind-set: Sees organization as family, belonging, clan Emphasis: People, support, empowerment Dangers: Lack of content or substance Mind-set: Sees organization as jungle, power, schemes Emphasis: Resource allocation, negotiation, coalition building Dangers: Power plays for purpose of self-interest Mind-set: Sees organization as theater, spiritual meaning, dreams Emphasis: Vision, culture & values, inspiration Dangers: “Messiah” complex 1. Structural 2. Human Resource 3. Political 4. Symbolic Power and Influence Power The ability of one person or department in an organization to influence other people to bring about desired outcomes Influence The effect a person’s actions have on the attitudes, values, beliefs, or actions of others Ex. Five Types of Leader Power Legitimate Reward Coercive Position Power Expert Referent Personal Power Ex. Responses to the Use of Power Compliance Resistance Commitment Position Power Personal Power appropriate use excessive use Ex. Characteristics That Affect Dependency and Power in Organizations Non substitutability Leader has control over: Resources seen as unimportant Widely available resources Resources with acceptable substitutes Low dependency on leader = lower power Leader has control over: Resources seen as very important Scarce resources Resources with no substitutes High dependency on leader = higher power Importance Scarcity Ex. Strategic Contingencies that Affect Leader Power in Organizations Increased Power Interdepartmental Dependency Control over Information Organizational Centrality Coping with Uncertainty Politics Activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices Ex. Seven Principles for Asserting Leader Influence Use rational persuasion Make people like you Rely on the rule of reciprocity Develop allies Ask for what you want Remember the principle of scarcity Extend formal authority with expertise and credibility Ex. Guidelines for Ethical Action Is the action consistent with the organization’s goals, rather than being self-motivated purely by self-interest? Does the action respect the rights of individuals and groups affected by it? Does the action meet the standards of fairness and equity? Would you wish others to behave in the same way if the action affected you? Ethical Choice
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