Module 9: Chapter 12 (Power), Chapter 9 (Leadership) Flashcards
Define Power and state its four key principles
Power: the capacity to influence others who are in a state of dependence
* Ex. Professors hold power over their students in terms of grades and how they manage their time
4 key principles:
- The target of power is dependent on the power holder does not imply that a poor relationship exists between the two
○ Ex. Friends influencing behaviour - Power can flow in any direction in an organization
○ Ex. Members at higher levels may have more authority than lower members - Power doesn’t require an organizational hierarchy, it can be driven by an algorithm
○ Platforms such as eBay and Airbnb, homeowners of negative customer reviews can lead to serious sanctions from platform operator - Power is a board concept that applies to both individuals and groups
○ Individual marketing manager has influence over staff who report to her
○ Marketing department of XYZ has influence over other departments
Power can be found in the _ that you occupy in the organization or the _ you are able to command
Power can be found in the position that you occupy in the organization or the resources you are able to command
The bases of Individual power: name and explain the 5 bases of power: Legitimate power, Reward Power, Coercive power, Referent power, Expert power
Legitimate power: power derived from a person’s position or job in an organization
Reward Power: power derived from the ability to provide positive outcomes and prevent negative outcomes
- Managers can recommend raises and assign preferred tasks to employees to influence them
Coercive power: power derived from the use of punishment and threat
- Managers are entitled to dock pay, assigned unfavourable tasks to influence employees to not engage in certain behaviour
- MOST RESISTANCE (from employees)
Referent power: power derived from being well-liked by others
- ex. Role models
- MOST COMMITMENT
Expert power: power derived from having special information or expertise that an organization values
- Information coming from a professor vs a student
- MOST COMMITMENT
How do People obtain Power?
Explain, and then identify the three activities
People obtain power in organizations by doing certain activities and developing informal relationships with the right people.
Extraordinary Activities
Performance has to be unusual or non-routine activities ex. occupying new positions, taking greater risks
Visible Activities
Activities will fail to generate power if no one knows about them; Activities must be visible to others and publicized
Relevant Activities
activities may fail to generate power if no one cares; The activities must be relevant to the solution of important organizational problems
How do People obtain Power?:
Cultivating the Right People— “it’s not what you know, it’s who you know”…. who are the key people to develop a relationship with?
Outsiders
* Establishing a good relationship with key people outside one’s organization can lead to increased power within organization
Subordinates
* Power can be enhanced by cultivating relationships with subordinates
* Ex. PhD students and their professors
Peers
* Cultivating good relationships with peers us mainly a means of ensuring that nothing gets in the way of one’s future acquisition of power
* One moves up the ranks, favours can be asked to associates in order to get the position
Superiors
* Liaisons with key supervisors represent the best way of obtaining power through cultivating others
Known as being a mentor
Define Empowerment and explain its three components
Empowerment: giving people the authority, self-efficacy, and motivation to take initiative and solve organizational problems
- Authority - Having legitimate power, boss trying to delegate it to a subordinate
- Motivation - hiring people that are intrinsically motivated by power and opportunity and aligning extrinsic rewards with good performance
- Self-efficacy - they are capable of doing their jobs well and “making things happen”
Too much power can lead to _ and _ performance
Too much power can lead to abuse and ineffective performance
Define Influence tactics and explain its seven tactics
Influence tactics: tactics that are used to convert power into actual influence over others
- Assertiveness: ordering, nagging, setting deadlines,…
- Ingratiation: using flattery acting friendly,….
- Self-promotion: touting one’s accomplishments, image enhancement,…
- Rationality: using logic, reason, planning,…
- Exchange: doing favours or offering to trade favours,…
- Upward appeal: making formal or informal appeals to organizational superiors for intervention
- Coalition formation: seeking united support form organizational members
What does McClelland’s research on need for power (n Pow) explain?
also, explain Institutional, Personal power, Affiliative managers
N Pow is the need to have strong influence on others
- This is a characteristic - some people have more of it then others (need to influence)
Institutional manager - have high n Pow, use power to achieve organizational goals
Personal power managers- use power for personal gain
Affiliative managers- are more concerned with being liked than exercising power
How Subunits Obtain Power: define Subunit power, Strategic contingencies and its 4 factors
Subunit power: the degree of power held by various organizational subunits, such as departments
Strategic contingencies: critical factors affecting organizational effectiveness that are controlled by a key subunit
- Scarcity -Subunits tend to acquire power when they are able to secure scarce resources that are important to the organization as a whole; “last one left!”
- Uncertainty - Subunits capable of coping with uncertainty will acquire power
- Ex. IT departments will assist employees to work from home (Ceo, managers)
- Centrality - Subunits whose activities are most central to the mission or work flow should acquire more power than those activities more peripheral
- Substitutability - A subunit will have reduced power if work is contracted inside or outside the organization to perform its activities
define Leadership, Strategic leadership, Emergent leadership, and Shared leadership
Leadership: the influence that particular individuals exert on the goal achievement of others in an organizational context
- Motivating people and gaining their commitment about what needs to be done and how to get there
Strategic leadership: leadership that innovates the ability to think strategically, and work with others to initiate changes that will create a viable future for the organization
Emergent leadership: the degree to which an individual with no formal status or authority is perceived by one or more team members as exhibiting leaderlike influence
* Often happens in groups when there is no assigned leader
Shared leadership: leadership roles are distributed among team members
* Different group members can take on the role of leader at various times
The Trait Theory of Leadership: Define, then define some of the traits, Narcissism, and Motivation to lead (MTL)
Trait Theory of Leadership: leadership depends on personal qualities or traits of the leader
Traits: individual characteristics such as physical attributes, intellectual ability, and personality
Ex. intelligence, energy and drive, confidence, dominance, motivation, emotional stability, honesty, need for achievement, and sociability
Narcissism: a personality trait that combines attention seeking, inflated self-view, a need for that self-view to be continuously reinforced through self-regulation, and a general lack of regard for others
- Are likely to make risky decisions and manipulate polices to achieve desired results
Motivation to lead (MTL): the desire to attain leadership roles and to expand effort to fulfill leader role requirements
Limits of the trait Approach: define Leadership categorization theory
Leadership categorization theory: people are more likely to view somebody as a leader and to evaluate them as a more effective leader when they posses prototypical characteristics of leadership
Ex. From white and non-white participants, they said that leaders were often white and are more effective than non-white leaders
Ohio State University Leadership Study: identify the Results revealed two basic kinds of behaviour of leaders
Consideration: the extent to which a leader is approachable and shows personal concern and respect for employees
* Ex. Leader is friendly
Initiating Structure: the degree to which a leader concentrates on group goal attainment
* Structuring Leader clearly defines their own role and the roles of followers, stresses procedures to meet goals
Define Leader Reward Behaviour, Contingent reward behaviour, Leader punishment behaviour
Leader Reward Behaviour: the leader’s use of compliments, tangible benefits, and deserved special treatment
Contingent reward behaviour: rewarding employees for meeting performance goals and expectations
Leader punishment behaviour: the leader’s use of reprimands or unfavourable task assignments and the active withholding of rewards
define Situation
Situation refers to the setting in which influence attempts to occur
Situational theories of Leadership: define Fiedler’s Contingency Theory
Fiedler’s Contingency Theory: states that the association between leadership orientation and group effectiveness depends on on how favourable the situation is for exerting influence
- Some situations are more favourable for leadership then others, and these situations require different orientations on the part of the leader
Situational theories of Leadership: define House’s Path–Goal Theory
Also, what are the four specific types of leader behaviours and two situational classes of factors
House Path-Goal Theory: concerned with the situations under which various leader behaviours (directive, supportive, participative, achievement orientated) are most effective
- The most important activities of leaders are those that clarify the paths to various goals of interest to employees
Follows four specific types of leader behaviour:
- Directive behaviour— directive leaders schedule work, maintain performance, and let employees know what is expected from them
- Supportive behaviour — supportive leaders are friendly, approachable, and concerned with interpersonal relationships
- Participative behaviour — participative leaders consult employees about work related matters and consider their opinions
- Achievement-orientated behaviour — encourages employees to exert high effort and strive for a high level of goal accomplishment
Two situational classes of factors:
Employee Characteristics - Different types of employee have different needs and prefer different forms of leadership
* Ex. Employees being preferred what to do respond best to a directive behaviour
* Ex. Employees who are high need achievers work best under achievement-orientated behaviour
Environmental factors - The effectiveness of leadership depends on environment
* Ex. When tasks are clear and routine, employees should perceive directive leadership
* Ex. When tasks are challenging but ambiguous than employees should have both directive and participative guidance
define Participative Leadership
Participative Leadership: involving employees in making work-related decisions
allowing employees to make their own decisions with limits
Leader-Member Exchange Theory: define, then explain LMX differentiation (LMXD), and Social exchange theory
Leader-member exchange (LMX) theory: a theory of leadership that focuses on the quality of the relationship that develops between a leader and an employee
- Effective leadership processes result when leaders and employees develop a high quality social exchange relationship
LMX differentiation (LMXD): the variability in the quality of LMX relationships between members of the same workgroup
- Leaders differentiate their employees and treat them differentially
Social exchange theory: individuals who are treated favourably by others feel obliged to reciprocate by responding positively and returning that favourable treatment in some manner
- Thus, employees in a high-quality relationship with their supervisor will reciprocate with extra effort and higher commitment and performance
Transactional and Transformational Leadership Theory: define Transactional Leadership, Management by exception, Management by exception-active (MBEA), and Management by exception-passive (MBEP)
Transactional leadership: leadership that is based on a straightforward exchange relationship between the leader and the followers
- The leaders set the goals and provide support, the employees perform well, then the leader rewards them
Management by exception: leadership that involves the leader taking corrective action on the basis of the results of leader-follower transactions
- Leaders monitor behaviour and anticipate problems and take actions before the behaviour becomes a serious problem
Management by exception-active (MBEA): routinely monitoring the behaviour of followers and actively searching for and correcting deviations from the norm as they happen
Management by exception-passive (MBEP): correcting mistakes only after they have occurred
Transactional and Transformational Leadership Theory: define Transformational Leadership, Intellectual Stimulation, Individualized Consideration, Inspirational Motivation, and Charisma
Transformational leadership: leadership that provides followers with a new vision that instills true commitment
Intellectual Stimulation
- Contributes to “new vision”
- People are stimulated to think about problems and strategies in new ways
Individualized Consideration
- Involves treating employees as distinct individuals, indicating concern for their needs and personal development, and serving as a mentor when appropriate
Inspirational Motivation
- Involves communication of visions that are appealing and inspiring to followers
Charisma
- the ability to command strong loyalty and devotion from followers and thus have the potential for strong influence among them
Theories of Positive Leadership: define Positive leadership, Empowering Leadership, Ethical Leadership, Authentic Leadership, and Servant Leadership
Positive Leadership: focuses on leader behaviours that increase followers’ confidence and result in positive outcomes beyond task compliance
* Ex. Such as motivating followers to go beyond expectations, positive self-development, etc.
Empowering Leadership: implementing conditions that enable power to be shared with employees
* Providing opportunities for employees to decision-make, freedom to carry out their tasks, etc.
Ethical Leadership: Ethical leaders behave honestly and fairly, and careful - they make ethics salient in the workplace and draw attention to it by engaging in ethics-related communications and setting ethical standards
Authentic Leadership: a positive form of leadership that involves being true to oneself
Leaders follow four related behaviours: Self-awareness, Relational transparency, Balanced processing, and Internalized moral perspective
Servant Leadership: involves going beyond one’s own self-interests and having genuine concern to serve other and a motivation to lead
* Leaders have a concern for the needs of followers and their growth as well as the needs of communities within and outside company
Gender and Leadership: transactional vs. transformational with man or women? define Laissez-faire leadership, and Role congruity theory (RCT)
- Male leaders tend to engage in more a transactional leadership such as management by exception and laissez-faire leadership
Laissez-faire leadership: a style of leadership that involves the avoidance or absence of leadership
- Women were found to following a transformational leadership and engage contingent reward behaviours associated with transactional leadership
Role congruity theory (RCT): prejudice against female leaders is the result of an incongruity between the perceived characteristics of women and the perceived requirements of leadership roles
* Ex. Leaders are perceived similar to men (posses agentic traits — control and assertion) but not similar to women (posses communal traits — caring and sensitive)
Define Implicit leadership theory
Implicit leadership theory: states that individual’s hold a set of beliefs about the kinds of attributed, personality, characteristics, skills, and behaviours that contribute to or impede outstanding leadership
