Leadership Power Leadership Theories Professor Zvi Aronson 1

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Leadership: Power & Leadership Theories Professor: Zvi Aronson 1

Leadership: Power & Leadership Theories Professor: Zvi Aronson 1

Leaders vs. Managers Establish organizational Mission & Vision (focus on change) Leader’s role Formulate

Leaders vs. Managers Establish organizational Mission & Vision (focus on change) Leader’s role Formulate strategy for implementing that mission Increase people’s commitment and effort toward the mission and strategy Implement organizational Mission & Strategy by directing others. Manager’s role

Some examples from film. . 40 Top Leader Speeches from Movies in 2 minutes:

Some examples from film. . 40 Top Leader Speeches from Movies in 2 minutes: 3

Power 4

Power 4

Power • Refers to a capacity that A has to influence the behavior of

Power • Refers to a capacity that A has to influence the behavior of B so that B does something he or she would not otherwise do

Bases of Power • Formal • Coercive • Reward • Legitimate • Information •

Bases of Power • Formal • Coercive • Reward • Legitimate • Information • Personal – Referent – Expert – Charismatic

 • Coercive power - One reacts to this power out of fear of

• Coercive power - One reacts to this power out of fear of the negative results that might occur if one failed to comply

 • Legitimate power • Reward power represents the formal People comply authority to

• Legitimate power • Reward power represents the formal People comply authority to control with the wishes or and use organizational directives of resources another because doing so produces positive benefits

Legitimate power – fun example 9

Legitimate power – fun example 9

 • Information power - comes from access to and control over information

• Information power - comes from access to and control over information

 • Expert power influence wielded as a result of expertise, special skill, or

• Expert power influence wielded as a result of expertise, special skill, or knowledge • Referent power based on identification with a person who has desirable resources or personal traits

 • Charismatic power extension of referent power stemming from an individual’s personality and

• Charismatic power extension of referent power stemming from an individual’s personality and interpersonal style

Leadership Theories 13

Leadership Theories 13

Leadership Theories • Trait Theories • Behavioral Theories • Ohio State Studies • U.

Leadership Theories • Trait Theories • Behavioral Theories • Ohio State Studies • U. of Michigan Studies • Contingency Theories • Fiedler • Path-Goal • Leader Participation • Charismatic Leadership • Visionary Leadership

Trait Theories • Early work on trait theories resulted in a number of dead

Trait Theories • Early work on trait theories resulted in a number of dead ends. • More success has come from looking at Big 5 personality traits. • Strong leadership has been linked to extraversion, conscientiousness, and openness. • Recent studies have offered Emotional Intelligence as another important leadership trait.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -5

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -5

Behavioral Theories • Examines behaviors of leaders • Assumes people can be trained to

Behavioral Theories • Examines behaviors of leaders • Assumes people can be trained to lead, and provides the basis of design for training programs • 2 notable behavioral theories are the Ohio State & Michigan State studies.

Behavioral Theories • Examines behaviors of leaders • Assumes people can be trained to

Behavioral Theories • Examines behaviors of leaders • Assumes people can be trained to lead, and provides the basis of design for training programs • 2 notable behavioral theories are the Ohio State & Michigan State studies.

Leadership Behaviors • Autocratic Style • A leader who centralizes authority, dictates work methods,

Leadership Behaviors • Autocratic Style • A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation • Democratic Style • A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees • Laissez-Faire Style • A leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -10

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -10

Fiedler Contingency Model • Fiedler Contingency Model o Leadership theory that proposes that effective

Fiedler Contingency Model • Fiedler Contingency Model o Leadership theory that proposes that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allowed the leader to control and influence • Least-Preferred Co-Worker (LPC) Questionnaire o A questionnaire that measures whether a leader was task or relationship oriented Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -14

Three Contingency Dimensions • Leader-member relations • the degree of confidence, trust, and respect

Three Contingency Dimensions • Leader-member relations • the degree of confidence, trust, and respect employees had for their leader • Task structure • the degree to which job assignments were formalized and structured • Position power • the degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -16

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 11 -16

Path-Goal Theory • A leadership theory that says the leader’s job is to assist

Path-Goal Theory • A leadership theory that says the leader’s job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization’s or group’s goals

How Do Charismatic and Visionary Leaders Differ? • Charismatic Leaders • Enthusiastic, self-confident leaders

How Do Charismatic and Visionary Leaders Differ? • Charismatic Leaders • Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways • Visionary Leadership • The ability to create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation