MT6 - Leaders and Managers

Question 1

Dahl (1957)

Answer 1

The concept of power
A has power over B if A can change the probability of B doing and action/ make B do something they would not do otherwise
The base of power is the resources that can be exploited to affect the behaviour of the other
Power is only exercised if base is exploited
The extent of power depends on the issue at hand

Question 2

French & Raven (1959)

Answer 2

Defines power as influence (psychological change)
Sources of power:
1. Reward power: A can reward B (e.g. piece-work rate - make worker independent)
2. Coercive power: A can punish B
3. Legitimate power: B feels they ought to do what A says due to social norms or ethics (authority based on position, title)
4. Referent power: A has power over B if B indentifies (or has a desire for such an identity) with A (attractiveness, charisma)
5. Expert power: A has power over B if A has special knowledge/ expertise

Question 3

Lukes (1974)

Answer 3

Dimensions of power
1st: an actor can influence or control the behaviour of others - decision-making
2nd: influencing the topics of discussion - setting the boundaries of the debate
3rd: influencing the perceptions and beliefs of others - manipuation

Question 4

Cohen et al (1972)

Answer 4

Decision-making in organisations is not rational or linear, but somewhat chaotic and fluid
Garbage can model: four streams: problems, solutions, participants, choice opportunities
Streams do not follow a clear sequence or hierarchy
Decision-making is serendipitous and accidental
Organisational context and limited rationality influence the outcomes

Question 5

Kahneman (2012)

Answer 5

Thinking, fast and slow

Question 6

Goffee and Jones (2000)

Answer 6

Leaders need vision and energy, and 4 qualities:
- exposing weaknesses: establishes trust
- become a sensor: read subtle cues
- tough empathy: communicate hard decisions effectively
- be different: communications, clothing, etc

Question 7

Goleman (1998)

Answer 7

What makes a leader? - emotional intelligence
- self-awareness: self-confidence
- self-regulation: trustworthy
- motivation: optimism, desire to improve
- social skills: persuasiveness, network

Question 8

Peterson et al. (2020)

Answer 8

Leadership style consists of two characteristics:
1. Power:
- confidence, competence, charisma, and influence
- arrogance, intimidation
2. Attractiveness:
- agreeable, approachable, likeable
- lack of confidence, submissive, cannot take hard decisions

We act more likeable when we are juniors, and more powerful when we get power

Question 9

Starbuck and Milliken (1988)

Answer 9

Past successes result in the alteration of beliefs of decision-makers and the disvaluation of probabilities
1986 Challenger disaster - fine-tuning, inconsistent goals
The system developed false confidence in itself - failures were regarded anomalies, they got used to the risk
General trust in the brand (NASA) reduced concerns

Success can make a success less likely as it fosters confidence, inattention and routinisation
Failure motivates people to search for better solutions