Chapter 14 Notes MAN3025
Chapter 14 Notes MAN3025 MAN3025
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This 4 page Class Notes was uploaded by Andi Notetaker on Tuesday March 29, 2016. The Class Notes belongs to MAN3025 at University of Florida taught by Lindy Archambeau in Summer 2015. Since its upload, it has received 19 views. For similar materials see Principles of Management in Business at University of Florida.
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Date Created: 03/29/16
CHAPTER 14: Power and Influence Leadership: The ability to influence employees to voluntarily pursue organizational goals Managers vs. Leaders Managers -About doing things right -Planning, organizing, directing, and control -Implement a company’s vision and strategic plan Leaders -About doing the right thing -Inspire, encourage, and rally others to achieve great goals -Create and articulate that vision and plan Managerial Leadership: The process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives -“Influencing” part is leadership and “facilitating” part is management Being a Manager: Coping with Complexity Determining what needs to be done -Planning and budgeting -Setting targets or goals for the future, establishing steps for achieving them, and allocating resources to accomplish them Creating arrangements of people to accomplish an agenda -Organizing and staffing -Creating the organizational structure and hiring qualified individuals to fill the necessary jobs, then devising systems of implementation Ensuring people do their jobs -Controlling and problem solving -Monitor results versus the plan in some detail by means of reports, meetings, and other tools Being a Leader: Coping with Change Determining what needs to be done -Setting a direction -Develop a vision for the future, along with strategies for realizing the changes Creating arrangements of people to accomplish an agenda -Aligning people -Communicate the new direction to people in the company who can understand the vision and build coalitions that will realize it Ensuring people do their jobs -Motivating and inspiring -Keep people moving in the right direction, despite obstacles to change Personalized Power: Power directed at helping oneself as a way of enhancing their own selfish ends may give the word power a bad name Socialized Power: Power directed at helping others Five Sources of Power Legitimate Power -Power that results from manager’ formal positions within the organization -All managers have -May be exerted both positively or negatively—as praise or as criticism Reward Power -Power that results from managers’ authority to reward their subordinates -All managers have -Rewards can range from praise to pay raises, from recognition to promotions Coercive Power -Results from managers’ authority to punish their subordinates -All managers have -Punishment can range from verbal or written reprimands to demotions to terminations Expert Power -Power resulting from one’s specialized information or expertise Referent Power -Power deriving from one’s personal attraction -Characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background -May be associated with managers, but is more likely to be a characteristic of leaders Five Approaches to Leadership Trait Behavioral Situational Transformational Three Additional Trait Approaches: Do Leaders Have Distinctive Personality Characteristics? Ralph Stogdill’s five traits for typical successful leaders -Dominance -Intelligence -Self-Confidence -High Energy -Task-Relevant Knowledge Trait Approaches to Leadership: Attempt to identify distinctive characteristics that account for the effectiveness of leaders “Dark Side” Traits -Narcissism: Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory -Machiavellianism: Displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles -Psychopathy: Lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? Behavioral Leadership Approaches: Attempt to determine the unique behaviors displayed by effective leaders -Task-Oriented Behavior -Relationship-Oriented Behavior -Passive Behavior -Transformational Behavior Task Oriented Behavior: Ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission on a group or organization -Initiating-Structure Leadership: Leader behavior that organizes and defines what employees should be doing to maximize output -Transactional Leadership: Focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance Relationship-Oriented Leader Behavior: Primarily concerned with the leader’s interactions with his or her people -Consideration: Leader behavior that is concerned with group member’s needs and desires and that is directed at creating mutual respect or trust -Empowering Leadership: Represents the extent to which a leader creates perceptions of psychological empowerment in others -Psychological Empowerment: Employees’ belief that they have control over their work o Leading for meaningfulness—inspiring and modeling desirable behaviors o Leading for self-determination—delegating meaningful tasks o Leading for competence—supporting and coaching employees o Leading for progress—monitoring and rewarding employees -Participative Management (PM): Process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization -Servant Leadership: Focuses on providing increased service to others —meeting the goals of both followers and the organization—rather than to oneself Passive Leadership: Form of leadership behavior characterized by a lack of leadership skills -Management-by-Exception Style: Managers do not intervene until problems are brought to their attention or until the problems become serious enough to demand action -Laissez-Faire Leadership: Form of “leadership” characterized by a general failure to take responsibility for leading Situational Approaches: Does Leadership Vary with the Situation? Situational Approach (Contingency Approach): Believe that effective leadership behavior depends on the situation at hand Contingency Leadership Model: Determines if a leader’s style is (1) task-oriented, (2) relationship-oriented, and if that style is effective for the situation at hand Path-Goal Leadership Model: Holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support Transformational Leadership Full-Range Leadership: Suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) “leadership” at one extreme, through transactional leadership, to transformational leadership at the other extreme Transformational Leadership: Transforms employees to pursue organizational goals over self-interests -Transformational leaders encourage their people to do exceptional things—significantly higher levels of intrinsic motivation, trust, commitment, and loyalty—that can produce significant organizational change and results Three Additional Perspectives Leader-Member Exchange (LMX) Model of Leadership: Emphasizes that leaders have different sorts of relationships with different subordinates -In-Group Exchange: Relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates -Out-Group Exchange: Leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate E-Leadership: Can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology