T3. w. 10 Leadership, power & influence

Question 1

leadership

Answer 1

ability to influence, motivate, and enable a group to work towards the achievement of shared goals:
the behaviour of directing a group towards a shared goal (Hemphill & Coons, 1957)
the process of influencing others (Yukl, 2002)
a vision or set of ideas x inspiration x momentum (Landberg, 2000)
the ability to influence, motivate and enable others to contribute to shared success (House et al., 1997)
Most definitions see it as a combo of behaviours, process, ideas & ability

Question 2

leader vs manager

Answer 2

A leader keeps people moving but keeps head up to ensure they’re moving in the right direction
Don’t have to be a manager to be a leader → about acting with purpose, taking charge of own actions and show initiative

Question 3

trait theories & leadership

Answer 3

there are abilities or traits common to leaders eg.self confidence, integrity, sociability, intelligence, determination, emotional intelligence

Question 4

cons of trait theories & leadership

Answer 4

Cons: lots of contradictory findings of what’s important (ie for army vs for small business)
Unresolved Q’s about how much of each trait is optimal

Question 5

behavioural theories of leadership

Answer 5

how leaders behave or the behaviours that are ‘good’ for effective leadership

Question 6

Blake and Mouton’s managerial grid:

Answer 6

Indifferent (low concern for production, low concern for people)
Accommodating (low concern for production, high concern for people)
Status-quo (med concern for production, med concern for people)
Dictatorial (high concern for production, low concern for people)
Sound (high concern for production, high concern for people)

Question 7

managerial grid

Answer 7

Blake and Mouton’s

Question 8

indifferent managers

Answer 8

avoid responsibility & blame whilst keeping position

Question 9

accommodating

Answer 9

igh concern for ppl not production (focus on employee needs in hope it drives performance w/o directly addressing production)

Question 10

sound managers

Answer 10

high concern for ppl not production (focus on employee needs in hope it drives performance w/o directly addressing production)

Question 11

cons of Blake and Mouton’s managerial grid

Answer 11

assumptions that leaders just have 1 set of styles and that these behaviours don’t vary when situation changes
There’s no best style of leadership→ situation dependant

Question 12

Hersey and Blanchard’s situational leadership model

Answer 12

behaviours or style depend on the situation, the people, the tasks, and the broader context.
Most effective leaders adapt behaviour to sit willingness and ability of people and requirements of the task
As the follower needs more guidance, leaders should vary behaviour from delegating, participating, selling and telling.
Leadership a complex balance.
Recognises that employees change and develop overtime

Question 13

transformational leaders

Answer 13

• –values- or ideas-based leadership style
• –motivate others to move beyond self interest to shared values
• –help others see importance and purpose
• –value both people and performance
• –Set clear goals, communicate well and good communication skills
• –To be an effective leader need to adapt and transform!
• ——->Need to be able to choose which is the most suitable for the situation

Question 14

authentic leaders

Answer 14

act on their values and beliefs
encourage open communication share information
act with integrity and lead by example
Lead from the front → employees consider trustworthy and ethical

Question 15

leaders with humility

Answer 15

aware of own strengths and contributions
open to new ideas and feedback
can learn from others
promote supportive organisations, teams, and empowered individuals

Question 16

why is ethical leadership important?

Answer 16

it recognizes that leaders make decisions that have ethical implications
Leaders set the moral tone for their followers not only be ethical standards but by their own behaviours

Question 17

power

Answer 17

the potential to influence other people and their outcomes

Question 18

types of power

Answer 18

formal/legitimate (from job/position)

reward (to reward performance (or even just acknowledgement/ appreciation)

coercive ( power to punish or force performance or compliance (ie, demotion, unpleasant job))

informal
(Referent power → power based on charism,a personal connection and relationships, have it when others like/respect you

Expert power → power based on expertise or skills that are valued but limited in supply
Information power - power from having info/knowledge that is valued or rare)

Question 19

what else can power be?

Answer 19

relational (only have power over others because they value who we are, what we have/do)

contextual (the resources we have/what they want or need) real (actual/objective) or perceived (subjective)
→ often we follow perceptions of who is in power
→ even with formal power you still need to rely on personal power

Question 20

power of psychological power

Answer 20

feeling powerful can lead to action, proactivity, goal-directed behaviour (Galinksi et al, 2003)

Question 21

what else can feeling powerful lead to?

Answer 21

less conformity
more creativity and innovation
greater innovation (Galinski et al., 2008)

Question 22

Effects of power can be activated by

Answer 22

physical posture (Lee & Schnall, 2014)

Question 23

the psychological effect of power on formal leaders can

Answer 23

negatively impact team performance

Question 24

how to enhance your expert power?

Answer 24

identify areas of expertise within and outside the organisation
develop knowledge and expertise in these areas
communicate expertise credentials, symbols or artifacts (ie on business cards & emails)

Question 25

how to enhance information power?

Answer 25

become a “broker” of information in your social or organisational network:
have information that is rare and valuable
tell stories that showcase your knowledge, that are vivid, salient and memorable

Question 26

how to enhance personal power

Answer 26

develop persuasiveness

Question 27

framing to persuade

Answer 27

(Daniel Canemonm Amos Kaversky)

Question 28

framing to persuade in our story/info telling:

Answer 28

more likely to be risk-averse when option is framed as a gain
more likely to be risk-seeking when option is framed as a loss

The way we frame an idea as a gain or a los →ie, to start a service we have opp to gain 15%
→ not providing this services means we lose the opp to gain 15% in the market

Question 29

strategies to enhance cognitive power (how you think about yourself/feeling powerful)

Answer 29

open body posture
feedback or reminder about your strengths
think about a time you positively influenced someone
Challenge your beliefs (or others) stereotypes

Question 30

how to enhance social influence

Answer 30

LIKING → powerful influencer
emphasise common goals
initiate contact
engage in dialogue first

SCARCITY

RECIPROCITY

Question 31

RECIPROCITY

Answer 31

→ feel need to respond (don’t like feeling indebted, we need to manage when and how we offer things bc they can backfire)
offer your resources, help or collaboration (can be indirect)
consider both social and professional resources

Question 32

SCARCITY

Answer 32

SCARCITY→ tendency to assign more value to things with limited availability (careful not to overstate or effects diminish)
uniqueness 
limited quantities 
time constraints 
exclusive information

Question 33

LIKING

Answer 33

→ powerful influencer
emphasise common goals
initiate contact
engage in dialogue first

Question 34

(Buhler, 2006)

Answer 34

Managing in the new millennium

Question 35

what becomes more important as managers move up the hierarchy?

Answer 35

conceptual skills (technical skills less important)

Question 36

what skill remains most important at all levels?

Answer 36

interpersonal skills

Question 37

customer relationship manager

Answer 37

Managing relationship with customers needs good interpersonal skills, be committed, to go extra mile

Question 38

peer relationship management

Answer 38

individuals must be focused on creating win-win situations –> both parties have some gain – Building strong peer relationships à abandon backstabbing and empire building

Question 39

subordinate relationships

Answer 39

Empowering others to contribute their unique skills Incl. delegating to subordinates, providing development opportunities, investing in subordinates – Delegation is key –> managers must carefully assess employee strength and weakness and allocate tasks accordingly, allowing them to be less micromanaging –> builds relationship – Providing development opportunities –> shows them they are valuable to company – Manager should lead by example –> set a good example –> builds trust

Question 40

managing relationship w superiors

Answer 40

Essential to support superiors to build effective relationships with superiors.

be supportive, loyal, don’t criticise in public, support the ultimate decision (having voiced your disagreement)

Question 41

How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus

Answer 41

(Owens & Hekman, 2016)

Question 42

How does leader humility influence team interaction patterns, emergent states, and team performance? Theoretical model:

Answer 42

when leaders behave humbly, followers emulate their humble behaviours, creating a shared interpersonal team process (collective humility); –> creates a team emergent state focused on progressively striving towards achieving the team’s highest potential (collective promotion focus), enhancing team performance

Findings: leader behaviour can spread via social contagion to followers, producing an emergent state that ultimately affects team performance

Question 43

humility

Answer 43

interpersonal characteristic that emerges in social contexts and connotes

Question 44

leader humility social contagion

Answer 44

Provide the ‘enabling structure’ for team functioning and performing by modeling positive ways of interrelating: leader behaviour models the way organizational/group goals should be pursued

Question 45

A humble leader is perceived by followers as modelling how to grow and leads

Answer 45

followers to feel that their own growth and improvement process are legitimate and necessary. In a team environment, this will orient teams towards focusing on maximizing team achievement. This creates a promotion oriented environment where individuals strive towards achieving the teams highest potential.

Question 46

When leaders model humble behaviour, it is suggested

Answer 46

that the employees will emulate the behaviour which creates the shared group behaviour of collective humility.

Question 47

Team performance is said to increase in tandem with an increase in humility. This is due to the

Answer 47

idea that humility helps expose an individual’s weaknesses to themselves, thereby allowing them to remedy mistakes and eliminate weaknesses.