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Theories And Pratice Of Leadership > Week 5 - Power, Ethics and Influence > Flashcards

Week 5 - Power, Ethics and Influence Flashcards

1
Q

Define Power (Mintzberg, 1983)

A

is the ability of one person or group to cause another person or group to do something that they otherwise might not have done.

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2
Q

What are the two types of power?

A
  • Positional (formal) power
  • Personal Power
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3
Q

What is positional(formal) power? (Yukl, 2019)

A

includes potential influence derived from legitimate authority to make important decisions, control over the use of resources and access to information, and control over the use of rewards and punishments.

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4
Q

What is personal power? (Yukl, 2019)

A

includes potential influence derived from agent expertise and friendship with the target person.

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5
Q

What are the 3 Positional(formal) basises of individual power (French & Raven, 1959?

A
  • Legitimate Power: the power to control and use organisational resources to accomplish organisational goals
  • Reward Power: the power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates
  • Coercive power: the power to give or withhold punishment
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6
Q

What are the 3 personal basis of individual power (French & Raven, 1959?

A
  • Expert Power: informal power that stems from superior ability/expertise
  • Referent Power: informal power that stems from being liked, admired, and respected
  • Information Power: the power that stems from access to and control over information
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7
Q

What are the 3 general types of influence tactics? (Yukl, 2019)

A
  • Impression Management Tactics
  • Political Tactics
  • Proactive tactics
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8
Q

What are Impression management tactics? - Influence tactics (Yukl,2019)

A

are tactics intended to influence people to like the agent (e.g., provide praise, act friendly, offer assistance) or to have a favourable evaluation of the agent (e.g., describe past achievements).

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9
Q

What are Political Tactics? - Influence Tactics (Yukl, 2019)

A

are used to influence organizational decisions or otherwise gain benefits for an individual or group.

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10
Q

What are proactive tactics? - influence tactics (Yukl, 2019)

A

These tactics have an immediate task objective, such as getting the target person to carry out a new task, change the procedures used for a current task, provide assistance on a project, or support a proposed change.

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11
Q

Why/How might people be influenced? (3)

A
  • Instrumental compliance – Rewards and exchanges.
  • Internalization – Value congruence and commitment.
  • Personal identification – Need for acceptance and approval.
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12
Q

What are the 3 influence outcomes for proactive influence tactics? (Yukl, 2019)

A
  • Commitment: The target person makes a great effort to carry out the request or implement the decision effectively.
  • Compliance: The target person is willing to carry out a request but is not enthusiastic about it and will make only a minimal effort.
  • Resistant: The target person is opposed to the proposal or request, rather than merely indifferent about it.
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13
Q

State 11 proactive influence tactics (Yukl, 2019)

A
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14
Q

Summary of the finding around proactive influence tactics (Yukl, 2019)

A
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15
Q

Which factors impact the effectiveness of influence tactics? (8)

A
  • Type of agent-target relationship
  • Agent’s power and authority
  • Agent’s interpersonal skills
  • Extent to which the request is seen as acceptable
  • Direction
  • Sequencing
  • Organisational culture
  • Target’s characteristics
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16
Q

what are the 6 stages of moral reasoning? (Kohlberg, 1984)

A

1 – Obedience and Punishment: “I follow the rules so I don’t get hurt”
2 – Individualism and exchange: “I will do a favour for you, if you do one for me”
3 - Interpersonal Accord and Conformity: “I try to be good and do what others expect of me”
4 - Maintaining the Social Order: “I follow the rules and support the laws of society”
5 - Social Contract and Individual Rights: “I work with others to do what is best for all of us”
6 - Universal Principles: “I act out of my internalized and universal principle of justice”

17
Q

Which of the six stages of moral reasoning (Kohlberg, 1984) fall under preconventional morality?

A

1 – Obedience and Punishment
2 – Individualism and exchange

18
Q

Which of the six stages of moral reasoning (Kohlberg, 1984) fall under conventional morality?

A

3 - Interpersonal Accord and Conformity
4 - Maintaining the Social Order

19
Q

Which of the six stages of moral reasoning (Kohlberg, 1984) fall under postconventional morality?

A

5 - Social Contract and Individual Rights
6 - Universal Principles

20
Q

State 3 ethical perspectives

A
  • Utilitarian-based approach
  • Duty-based approach (Ethical egoism)
  • Virtue-based approach (Altruism)
21
Q

What is ethical egoism? (Also-known as Duty-based approach) (Northouse, 2022) (3)

A
  • High concern for self-interest and low concern for the interest of others
  • States that a person should act so as to create the greatest good for themselves
  • Self-interest is an ethical stance closely related to transactional leadership theories (Bass & Steidlmeier, 1999).
22
Q

What is a utilitarian based-approach? (ethical perspective) (3)

A
  • Medium concern for self interest and for others
  • states that we should behave as so to create the greatest good for the greatest number
  • From this viewpoint, the morally correct action is the action that maximizes social benefits while minimizing social costs (Schumann, 2001).
23
Q

What is the virtue-based approach (Altruism) as an ethical perspective?

A
  • High concern for the interest of other with a low concern for self-interest
  • is an approach that suggests that actions are moral if their primary purpose is to promote the best interests of others.
  • From this perspective, a leader may be called on to act in the interests of others, even when it runs contrary to their own self-interests (Bowie, 1991).
24
Q

What are the ethics?

A

concerned with the kinds of values and morals an individual or society finds desirable or
appropriate.

25
Q

What are leadership ethics concerned with?

A

is concerned with what leaders do and who leaders are, related with their behaviour
and their virtuousness.

26
Q

Define ethical leadership (Brown et al, 2005)

A

the demonstration of normatively appropriate conduct through personal actions and interpersonal
relationships, and the promotion of such conduct to followers through two-way communication,
reinforcement and decision-making

27
Q

Why are ethics central to leadership? (4)

A
  • leaders typically have more power and control than followers, they bear a greater ethical burden to be sensitive to the effects of their leadership on others’ lives.
  • Leaders are expected to treat followers with dignity and respect, acknowledging their unique identities and needs, as underscored by Beauchamp and Bowie (1988).
  • Gini (1998), argued that leaders’ values significantly impact the values practiced within organizations
  • meta-analytic review by Bedi, Alpaslan, and Green (2016), found that ethical leadership positively correlates with followers’ perceptions of fairness and their ethical conduct
28
Q

define toxic leaders (Lipman-Blumen (2005),

A

engage in destructive behaviours that harm followers, violate their rights, and exploit their fears. Such leaders often exhibit personal flaws like a lack of integrity, unchecked ambition, arrogance, and recklessness

29
Q

According to Schyns and Schilling (2013) what is the impact of destructive leadership?

A

There’s a strong link between destructive leadership and negative attitudes among followers, including job dissatisfaction, stress, and hostility towards the leader and organization.

30
Q

What situational influences can impact leadership ethics? (4)

A
  • Volatile Environment
  • Pressure/Unrealistic goals
  • Rewards
  • Culture
31
Q

7 strategies that can establish an ethical climate

A
32
Q

3 characteristics of destructive behaviour

A
  • leaving their followers worse off than they found them
  • violating the basic human rights of others
  • playing to followers fears
33
Q

What are the 5 principles of ethical leadership? (Northouse, 2022)

A
  • Respect others
  • Serve others
  • Show justice
  • Manifest honesty
  • Builds Continuity
34
Q

4 Strengths of leadership ethics (Northouse, 2022)

A
  • Ethics as Integral to Leadership
  • Benefits to Organizations
  • Cascading Effect of Ethical Behaviour
  • Positive Outcomes for Followers
35
Q

4 Criticisms of Leadership ethics (Northouse, 2022)

A
  • Reliance on Descriptive and Anecdotal Writings
  • Western-Centric Focus
  • Generational Differences
  • Rapidly Changing Ethical Perspectives

Theories And Pratice Of Leadership (10 decks)

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