Chapter 12 Flashcards
What is power?
The ability of one person or department in an organization to influence other people to bring about desired outcomes (have things your way)
Hard vs. soft
What is influence?
The effect a person’s actions have on the attitudes, values, beliefs, or actions of others
What’s the difference and connection between the two?
Power: the capacity to cause change.
Influence: the degree of actual change.
What are hard/position powers?
Legitimate Power: Based on leader holding a formal position, or title. People accept leader’s right to issue orders or direct activities.
Reward: Based on a leader having ability to give or withhold rewards. Obtain rewards.
Coercive: Based on leader’s ability to punish or to recommend punishment
Avoid punishment
What are soft/personal powers?
Expert: Leader has special knowledge or skills
Referent: Based on leader’s person characteristics. People admire and respect leader
Which type of power is more likely to lead to more positive follower outcomes?
Soft power is more likely to earn the respect of followers and thus followers are more likely to believe in the vision of the company
What are the possible follower responses to leaders’ use of power?
Hard power: - Compliance - Resistance Soft Power - Commitment
The three factors that power depends on, what does each mean?
Dependency and Power -> as leaders control of resources
Importance: How important those resources are viewed by the subordinates
Scarcity: How available those resources are
Non substituability: no replacement for resources
Higher dependency = higher power
Leader’s 4 frame of references
Frames are perspective from which a leader views the world, and it influences how the leader interacts with followers, makes decisions, and exercises power
Four Frames
Structural
Mindset: See organization as machine
Emphasis: Goals, efficiency
HR
Mindset: Sees org as family
Emphasis: People, engagement
Political
Mindset: See organization as jungle, power, schemes.
Emphasis:
Resource, allocation, negotiation
Symbolic
Mindset: Sees org as theater
Emphasis: Vision, culture
Soft Influence Tactics
Rational persuasion: Using logical arguments and facts to persuade another that a desired result will occur.
Inspirational appeals: Arousing enthusiasm by appealing to one’s values, beliefs or higher purposes
Consultation: Asking for participation in decision making or planning a change
Ingratiation: Getting someone to do what you want by putting that person in a good mood or getting him or her to like you.
Personal appeals: Appealing to feelings of loyalty and friendship before making a request
Hard Influence Tactics
Exchange: Promising some benefits in exchange for complying with a request.
Coalition Building:
Persuading by seeking the assistance of others or by noting the support of others.
Legitimating: Pointing out one’s authority to make a request or verifying that it is consistent with prevailing organizational policies and practices.
Pressure: Seeking compliance by using demands, threats, or intimidation.
What’s the difference between personalized leaders and socialized leaders?
Personalized Leader:
- Exercise power for their own self centered needs
- Self aggrandizing non egalitarian, and exploitative
Socialized Leaders
- Exercise Power to benefit others and the organization as a whole
- Empowering, egalitarian, and supportive
Compare Transformational Leadership with Transactional Leadership in terms of how they influence followers
- Transformational leadership paints a grand vision of a desired future and communicates it in a way that makes the pain of change worth the effort. vs. status quo of transactional
- Inspires leaders to go beyond their own self interests for the good of the group vs. just completing the necessary tasks
- Elevates the concerns of followers from lower level physical needs to higher lever needs such as self esteem. Need for growth and development. vs just paying the workers for working
- Develops followers into leaders. Instead of strictly controlling people, transformational leaders strive to bring out the best in followers.
What is vision?
A vision is an attractive, ideal future that is credible yet not readily attainable.
Ambitious view of the future that everyone involved can believe in.
Can be realistically be achieved.
Represents a future better than the one that exists.
Strategic Leadership, where does the vision stand?
Ability to anticipate and envision the future, maintain flexibility, think strategically, and work with others to initiate change that will create a competitive advantage.
A vision is an aspiration for the future and answers where are we headed
What are the elements of vision?
- mission statement - purpose of the organization in terms of the type of activities to be performed for constituents or customers
- value statement - list of the key values or ideological themes considered important for an organization. The values usually pertain to treatment of customers, treatment of organization members, core competencies, and standards of excellence.
- slogans - statements used to summarize and communicate values in simple terms.
Examples: “technology is our business”, “we feel good when you feel good”, “partners in making dreams come true”. - strategic objectives - tangible outcomes or results to be achieved, stated in terms of the absolute level of performance (e.g., profits, sales, return on investment), or the relative level of performance (e.g., becoming number one in the industry or region, outperforming a traditional rival).
- project objectives are defined in terms of the successful completion of a complex activity (e.g., developing a new type of product, implementing a new MBA program, establishing a subsidiary in China).
What is culture?
The set of key values, assumptions, understandings, and norms:
shared by members of an organization and taught to new members as correct
The “character” or “personality” of an organization
Norms – shared standards that define what behaviors are acceptable and desirable within a group of people
Two reasons of why it’s important to build an organizational culture
Internal Integration
Helps develop a collective identity
Imprints a set of unwritten rules inside employee’s minds
External adaptation
Helps organizations
respond rapidly to
customer needs
Iceberg model of culture
Visible
1. Artifact such as dress, office layout, symbols, slogans, ceremonies.
Invisible
2. Expressed values such as the penney idea, “The HP Way”
- Underlying assumptions and deep beliefs
Depth of Cultural Change
Energy over time
- Core beliefs and values
- norms and attitudes
- Behavior
- symbols and signs
What’s the difference between responsive and resistant culture?
Responsive
- leaders pay attention to all stake holders
- leaders care about customers
Serve whole organization
Resistant
- Managers look inward
- care about own interests and own products
- meet own needs, distrust others
Visible behaviors
Expressed values
Underlying Values
What is culture gap? Use culture gap to explain why mergers and acquisitions often fail.
The gap between a desired culture and the reality of a culture.
The high-performance culture
A. High performance, low culture - Leaders meet goals but fail at values B. HIgh High - leaders achieve and preserve values C. Low Low Leaders do not meet goals or do shit D. Low High Leaders dont meet goals but do uphold values
What is a cultural leader? What strategies/actions can a cultural leader do to build culture?
Cultural leader
Defines and uses signals and symbols to influence norms and values to build organizational culture
Ceremony
A planned activity that makes up a special event and is generally conducted for the benefit of an audience
Story
A narrative based on true events that is repeated frequently and shared among employees
Symbol
A object, act, or event that conveys meaning to others
Specialized language
What is the definition of organizational value?
Extent to which the competitive environment requires flexibility or stability
Extent to which the organization’s strategic focus and strength is internal or external
Four organizational culture types
- Adaptability
- Achievement
- Involvement
- Consistency
Four types of organization culture, what are the characteristics of each one.
-Adaptability
Characterized by values that support the organization’s ability to interpret and translate signals from the environment into new behavior responses
Employees make decisions and act freely to meet needs
Responsiveness to customers is highly valued
Leaders create change by encouraging creativity, experimentation, and risk taking
-Achievement Characterized by a clear vision of the organization’s goals and leaders’ focus on the achievement of specific targets Results-oriented culture that values: Competitiveness Aggressiveness Personal initiative Willingness to work long and hard
-Involvement
Has an internal focus on the involvement and participation of employees to meet changing expectations from the external environment
Places value on meeting the needs of organization members
Leaders:
Emphasize cooperation, consideration, and fairness
Avoid status differences
-Consistency
Has an internal focus and consistency orientation for a stable environment
Supports a methodical, rational, orderly way of doing business
Following the rules and being thrifty are valued
