Chapter 12 Leadership Power and Influence 2015 Cengage

Chapter 12 Leadership Power and Influence 2015 Cengage

Chapter 12 Leadership Power and Influence 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e Learning Objectives Use power and politics to help accomplish important organizational goals Practice aspects of charismatic leadership

by pursuing a vision or idea that is cared deeply about and shared with others Apply the concepts that distinguish transformational from transactional leadership 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Learning Objectives Use coalitional leadership to build alliances that can help achieve important

goals for the organization Call upon characteristics of Machiavellianstyle leadership when tough actions are needed to benefit the organization in difficult times Explain the difference between soft power and hard power and identify specific types of power in organizations 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Learning Objectives Describe structural, human resource,

political, and symbolic frames of reference and identify your dominant leadership frame Know how to increase power through political activity and use the influence tactics of appealing to a higher vision, rational persuasion, friendliness, reciprocity, developing allies, and direct persuasion 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4

Kinds of Influential Leadership Transformational Transactional Charismatic Coalitional 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5

Exhibit 12.1 - Distinguishing Characteristics of Charismatic and Noncharismatic Leaders Source: Adapted from Jay Conger and Rabindra N. Kanungo and Associates, Charismatic Leadership: The Exclusive Factor in Organizational Effectiveness (San Francisco: Jossey-Bass, 1988), p. 91. 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 Steps for Effective Coalitional

Leadership Having a lot of interviews Visiting customers and other stakeholders Developing a map of stakeholder buy-in Breaking down barriers and promote crosssilo cooperation 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 Exhibit 12.3 - Five Types of Leader Power

2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Responses to the Use of Power Compliance Following the directions of the person with power, regardless of how much agreement there is with that persons directions Resistance Act of deliberately disobeying orders or delaying carrying out orders

Commitment Adopting the leaders view-point and carrying out instructions 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Exhibit 12.5 - Four Leader Frames of Reference Source: Based on Lee G. Bolman and Terrence E. Deal, Reframing Organizations (San Francisco: Jossey-Bass, 1991); and L. G. Bolman and T. E. Deal, Leadership and Management Effectiveness: A Multi-Frame, Multi-Sector Analysis, Human Resource Management 30, no.4 (Winter 1991), pp. 509-534. Thanks to Roy Williams for suggesting the stair sequence

2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Exhibit 12.6 - Six Principles for Asserting Leader Influence 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Personalized Leaders vs. Socialized Leaders

Personalized leaders Exercise power for their own selfcentered needs and interests Self-aggrandizing, nonegalitarian, and exploitative Socialized leaders Exercise power to benefit others and the organization as a whole

Empowering, egalitarian, and supportive 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 Exhibit 12.7 - Guidelines for Ethical Action Sources: Based on G.F. Cavanaugh, D.J. Mobert, and M. Valasques, The Ethics of Organizational Politics, Academy of Management Journal, (June 1981), pp. 363-374; and Stephen P. Robbins, Organizational Behavior, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 1998), p. 422

2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13

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