T3. w. 10 Leadership, power & influence Flashcards
leadership
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
leader vs manager
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
trait theories & leadership
there are abilities or traits common to leaders eg.self confidence, integrity, sociability, intelligence, determination, emotional intelligence
cons of trait theories & leadership
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
behavioural theories of leadership
how leaders behave or the behaviours that are ‘good’ for effective leadership
Blake and Mouton’s managerial grid:
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)
managerial grid
Blake and Mouton’s
indifferent managers
avoid responsibility & blame whilst keeping position
accommodating
igh concern for ppl not production (focus on employee needs in hope it drives performance w/o directly addressing production)
sound managers
high concern for ppl not production (focus on employee needs in hope it drives performance w/o directly addressing production)
cons of Blake and Mouton’s managerial grid
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
Hersey and Blanchard’s situational leadership model
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
transformational leaders
- –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
authentic leaders
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
leaders with humility
aware of own strengths and contributions
open to new ideas and feedback
can learn from others
promote supportive organisations, teams, and empowered individuals
why is ethical leadership important?
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
power
the potential to influence other people and their outcomes
types of power
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)
what else can power be?
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
power of psychological power
feeling powerful can lead to action, proactivity, goal-directed behaviour (Galinksi et al, 2003)
what else can feeling powerful lead to?
less conformity
more creativity and innovation
greater innovation (Galinski et al., 2008)
Effects of power can be activated by
physical posture (Lee & Schnall, 2014)
the psychological effect of power on formal leaders can
negatively impact team performance
how to enhance your expert power?
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)
how to enhance information power?
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
how to enhance personal power
develop persuasiveness
framing to persuade
(Daniel Canemonm Amos Kaversky)
framing to persuade in our story/info telling:
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
strategies to enhance cognitive power (how you think about yourself/feeling powerful)
open body posture
feedback or reminder about your strengths
think about a time you positively influenced someone
Challenge your beliefs (or others) stereotypes
how to enhance social influence
LIKING → powerful influencer
emphasise common goals
initiate contact
engage in dialogue first
SCARCITY
RECIPROCITY
RECIPROCITY
→ 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
SCARCITY
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
LIKING
→ powerful influencer
emphasise common goals
initiate contact
engage in dialogue first
(Buhler, 2006)
Managing in the new millennium
what becomes more important as managers move up the hierarchy?
conceptual skills (technical skills less important)
what skill remains most important at all levels?
interpersonal skills
customer relationship manager
Managing relationship with customers needs good interpersonal skills, be committed, to go extra mile
peer relationship management
individuals must be focused on creating win-win situations –> both parties have some gain – Building strong peer relationships à abandon backstabbing and empire building
subordinate relationships
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
managing relationship w superiors
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)
How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus
(Owens & Hekman, 2016)
How does leader humility influence team interaction patterns, emergent states, and team performance? Theoretical model:
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
humility
interpersonal characteristic that emerges in social contexts and connotes
leader humility social contagion
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
A humble leader is perceived by followers as modelling how to grow and leads
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.
When leaders model humble behaviour, it is suggested
that the employees will emulate the behaviour which creates the shared group behaviour of collective humility.
Team performance is said to increase in tandem with an increase in humility. This is due to the
idea that humility helps expose an individual’s weaknesses to themselves, thereby allowing them to remedy mistakes and eliminate weaknesses.
