Chapter 14



Chapter 14

Influence, Power, and Leadership

1. Influence is fundamental to management because individuals must be influenced to pursue collective objectives. Researchers have identified eight generic influence tactics used on the job: consultation (seeking participation of others), rational persuasion (reasoning with logic), inspirational appeals (appealing to someone’s values or ideals), ingratiating tactics (using flattery or humility prior to a request), coalition tactics (seeking help in persuading others), pressure tactics (using intimidation, demands, or threats), upward appeals (seeking the support of higher management), and exchange tactics (trading favors).

2. The five basic types of power are reward, coercive, legitimate, referent, and expert power. Empowerment cannot work without a supporting situation, which may include a skilled individual, an organizational culture of empowerment, an emotionally mature individual with a well-developed character, and empowerment opportunities such as delegation, participation, and self-managed teams.

3. Formal leadership consists of influencing relevant others to voluntarily pursue organizational objectives. Informal leadership can work for or against the organization. Leadership theory has evolved through four major stages: trait theory, behavioral styles theory, situational theory, and transformational theory. A promising trait approach is based on Goleman’s four dimensions of emotional intelligence: self-awareness, self-management, social awareness, and relationship management.

4. Researchers who differentiated among authoritarian, democratic, and laissez-faire leadership styles concentrated on leader behavior rather than personality traits. Leadership studies at Ohio State University isolated four styles of leadership based on two categories of leader behavior: initiating structure and consideration. A balanced high-structure, high-consideration style was recommended. According to Blake and his colleagues, a 9,9 style (high concern for both production and people) is the best overall style because it emphasizes teamwork.

5. Situational-leadership theorists believe there is no single best leadership style; rather, different situations require different styles. Many years of study led Fiedler to conclude that task-motivated leaders are more effective in either very favorable or very unfavorable situations, whereas relationship-motivated leaders are better suited to moderately favorable situations. The favorableness of a situation is dictated by the degree of the leader’s control and influence in getting the job done. Path-goal leadership theory, an expectancy perspective, assumes that leaders are effective to the extent that they can motivate followers by clarifying goals and clearing the paths to achieving those goals and valued rewards. Unlike Fiedler, path-goal theorists believe that managers can and should adapt their leadership behavior to the situation.

6. In contrast to transactional leaders who maintain the status quo, transformational leaders are visionary, charismatic leaders dedicated to change. Greenleaf’s philosophy of the servant leader helps aspiring leaders integrate what they have learned about leadership. The servant leader is motivated to serve rather than lead. Clear goals, trust, good listening skills, positive feedback, foresight, and self-development are the characteristics of a servant leader.

7. Mentors help develop less experienced people by fulfilling career and psychosocial functions. Mentors engage in intensive tutoring, coaching, and guiding. Mentors are role models for aspiring leaders.

8. Behavior modification (B. Mod.) is the practical application of Skinner’s operant conditioning principles. B. Mod. involves managing antecedents (removing barriers and providing helpful aids) and consequences to strengthen desirable behavior and weaken undesirable behavior. Proponents of B. Mod. prefer to shape behavior through positive reinforcement rather than negative reinforcement, extinction, and punishment. Continuous reinforcement is recommended for new behavior and intermittent reinforcement for established behavior.

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