Module 7 Flashcards
What are the types of interpersonal power?
- Reward power is the capacity to exert influence by providing positive outcomes and preventing negative outcomes. It is often used to back up legitimate power.
- Coercive power is the capacity to exert influence by the use of punishment and threat. Again, it often supports legitimate power.
- Legitimate power is the capacity to direct the behavior of others due to one’s position in the organizational hierarchy.
- Referent power is based on the extend to which the power-holder is well-liked and admired by others. Referent power is important in interpersonal relations because it is based on interpersonal attraction and is much more personal than either reward or coercive power.
- Expert power represents power gained through the possession of expert knowledge that is valued in the organisation.
How do employees develop power?
- Building an image of success.
- Creating obligation in others (quid pro quo).
- Identifying with powerful people.
- Giving excellent performance.
- Limiting access to information,
- Controlling supplies, resources.
- Developing a network.
- Reorganizing the job (refers to taking on new responsibilities, adding objectives and tasks to one’s work)
- Taking risks and being creative
- Being a knowledge worker (gaining more knowledge to solve a given set of organizational problems)
- Manipulating rules (that is sticking to processes and procedures when they are helpful and trying to change rules when they further the acquisition of power)
- Controlling personnel decisions
- Controlling financial resources
- Managing your boss
What is sponsorship and coalition building?
Sponsorship and coalition-building are forms of counterinsurgency used by individuals to gain the favor of powerful individuals. The employee attaches himself to someone (or to a group) which is gaining power in the organization. The only rules governing this political behavior are:
- stay personally loyal to the sponsor or department,
- follow the orders of the sponsor,
- stay in the background to let the sponsor have all the credit and
- show gratitude.
Research in to leadership can be broadly categorised as what?
Sponsorship and coalition-building are forms of counterinsurgency used by individuals to gain the favor of powerful individuals. The employee attaches himself to someone (or to a group) which is gaining power in the organization. The only rules governing this political behavior are:
- stay personally loyal to the sponsor or department,
- follow the orders of the sponsor,
- stay in the background to let the sponsor have all the credit and
- show gratitude.
What are the traits of leaders that stand out?
Logical thinking traits refers to: • putting ideas into simpler form, • persuading others and • explaining things in unique ways. Persistence traits refers to • treating setbacks as small mistakes, • working long hours and • trying to succeed against formidable odds. Empowerment traits highlight • getting people excited about goals, • being energetic and enthusiastic and • making subordinates believe they can achieve excellence. Self-control traits involve • working under heavy pressure, • remaining even-tempered and • resisting intimidation by powerful people.
Outline the behavioural approach to leadership?
The behavioral approach stresses that they key to understanding great leadership is in understanding the behavior that influences employee’s performance and satisfaction. This approach stresses two main behaviors:
Initiating structure refers to leader behaviors which focus on group goal attainment by stressing:
• work procedures,
• planning, assigning tasks,
• clarifying work roles,
• supervising subordinates and
• asking for results.
Consideration refers to those leader behaviors which exhibit
• approachability,
• supportiveness,
• maintenance of high morale in the work group,
• concern for group welfare and
• maintenance of a collaborative work atmosphere.
Outline the situational approach to leadership?
Fiedler’s contingency theory proposes that leader behavior interacts with the favorableness of the situation to determine the level of group effectiveness. Some situations are more or less favorable and they require different leader behaviors. Leaders are measured on their assessment of the relationship to their least preferred co-worker on several bipolar scales (e.g. pleasant – unpleasant, warm – cold, etc.). A leader with a high LPC score is relations oriented, a leader with a low LPC score is task oriented.
How can a leader change the situations they face?
- Tinkering with relationships at work
• Spend more or less time with subordinates including lunch and after-hours socializing
• Request certain people for group membership or assignments
• Volunteer to supervise or work with troublesome group members
• Transfer certain group members
• Get additional rewards to improve morale
• Listen to employees’ concerns and offer personal advice - Modifying task structure
• Give the group creative challenges with no constraints on methods
• Provide more standardised assignments
• Divide the work into smaller, more specialized units - Modifying position power
• Rely on discipline to constrain troublesome team members
• Require that all information and group decisions are reviewed by upper management
• Delegate more authority to group members (empowerment)
What is House’s path-goal theory?
House’s path-goal theory is concerned with situations that cause various leader behaviors to be most effective. The main job of the leader in this theory is the clarification of pathways between subordinates’ performance and the rewards they value. This theory is a transactional theory of leadership, that is, it specifies how a leader exchanges rewards for performance and effort from subordinates.
What behaviours must a leader develop under House’s path-goal theory
- Directive behaviors. These are behaviors such as work planning, setting performance standards, clarifying work expectations and giving instructions.
- Supportive behaviours. Leader behaviors which are friendly, supportive, caring and considerate.
- Participative behaviours. Using subordinate’s ideas in problem-solving.
- Achievement-oriented behaviors. Setting goals for subordinates and expecting them to achieve them.
List four ways leaders use rewarding and punishing behaviour?
- Performance contingent reward behavior: Using praise, recognition and affirmation contingent on employee job performance. This behavior has proven to result in higher employee performance and satisfaction.
- Contingent punishment behaviour: Using reprimands and punishment contingent on insufficient employee job performance. It is not clear that this behavior achieves changes to the lack of employee’s performance.
- Non-contingent reward behaviour: Using rewards independent of performance.
- Non-contingent punishment behavior: Using punishment or reprimands independent of the performance of the employee. This type of behavior has a strong negative effect on employee performance and satisfaction.
Define entrepreneurship?
Entrepreneurship can be defined as a process of opportunity recognition followed by a plan to exploit the opportunity.
Outline the qualities of a typical entrepreneur?
- Is tenacious and makes sacrifices
- Pursues achievement
- Is directive
- Assumes personal responsibility
- Solves problems
- Appreciates novelty
- Has an internal locust of control
- Tolerates ambiguity
- Takes calculated risks
- Handles failure
