A pleasant afternoon everyone, we are here to discuss Chapter 11: leadership and Influence Processes.
Leadership
Process - use of noncoercive influence (inspiring or encouraging people and not relying on force)
in order to shape the organization’s goals, motivate behavior to achieve those goals, and help
define organizational culture.
Property – characteristics of leaders
Leaders
Individuals who were accepted by others as leaders to inspire and guide them without relying on
force
Leadership and management are often perceived as the same since they both communicate policies and
changes in the company. However, there are distinctions between the two processes:
In creating an agenda
Leaders establish direction and vision for the organization to create environments and teams
that know where they are headed
Managers focus on planning and budgeting, as well as allocating resources to ensure the
accomplishment of objectives
Developing a human network for achieving the agenda
In leadership, people are aligned through communications and actions that provide direction.
For instance, leaders get feedback from others on different areas and actively involve them in
designing how their team will directly contribute.
In management, organizing and staffing like hiring employees, structuring such as assigning
roles, power and responsibilities, and monitoring implementation are focused.
`executing plans
Leadership – motivating and inspiring employees by satisfying their needs
Management – controlling and problem solving.
Outcomes
Leadership – produces useful change and new approaches to challenges
Management – produces predictability and order and attains results.
In summary, leadership influences, motivates, and enables others to contribute to the organization's
success while management focuses merely on controlling a group or group of individuals in order to
achieve a specified objective.
Leadership is always associated with power which refers to the ability to affect or influence others’
behavior.
In organizational settings, there are usually five kinds of power:
Legitimate power
Power granted through the organizational hierarchy to people occupying a particular position
Example: a boss can assign projects, a policeman can arrest a citizen, and a teacher assigns
grades.
Reward Power
The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise,
recognition, and interesting job assignments
Coercive Power
The power to force compliance by means of psychological, emotional, or physical threat
Example: A supervisor threatens to demote, terminate, or suspend an erring employee
Referent power
The personal power that accrues to someone based on identification, imitation, loyalty, or
charisma. A form of reverence gained by a leader who has strong interpersonal relationship
skills. This is important for the organization to perform better collaboration and influence rather
than command and control.
Expert power
The personal power that accrues to someone based on the information or expertise that they
possess. It is gained by people who have superior knowledge or skill in a particular area.
Example: if no one else in the department knows how to run a certain software program and a
specific employee does, that employee has the expert power in that situation.
We will now go to the Generic Approaches to Leadership
Traits Approach to Leadership
assumes that a basic set of personal traits that differentiate leaders from non-leaders could be
used to identify leaders and predict who would become leaders. However, this approach was
unsuccessful in establishing empirical relationships between traits and persons regarded as
leaders.
