Professional Documents
Culture Documents
Leadership Module 10
Leadership Module 10
Leadership Module 10
Modern org are flatter and hierarchies minimal, diffused leadership and work in
cross functional teams in contrast to 1959.
Eg bonuses for sales target, stock options for executeive meeting targets,
gainsharing for teams execeeing output or efficiency.
Beyond pay gift or Christmas celebration, creative rewards like gift tokens for
specific behaviours, monthy lottery for no sick employees, free pizza for new
productivity levels.
Symbolic non material pat on the back expression of appreciation, certificates or
letter or recognition , employee of the month etc, service pins for years worked,
work from home days for senior employees.
Albeit valubae rewards are complex, subjective, not easily administered , especially
over time. Otherwise theyd be more commonly used. However most employees
appcreatie a sign of appreciation, a word of thanks, letters of commendation and other
informal low cost methods.
Eg Audrey mnager of customer service uses reward power to gain support coopretion
with informal rewards. Eg baked cake as thanks for IT working overnight to fix her system. It
was their job but with diligent action saved her trouble too small reception for new hires
and the HR ppl involved were invited too offered a helping hand when shipping dep fell
behind. Improve current relations and know that if needed theud pay attention and support
her.
10.2.2 Coercive Power
Opposite of reward. Commonly referd to as disciplinary process increasingly severe of
displicanry steps and unless improvement the loss of employeent.
Or withholding rewards, less bonus or raise, demotions to smaller job and salsry.
Less formal by demeaning comments from positins ofauthory. work place bullying on the
increase.
Formal coericive power is carefully monotirs last resort mangers find it dsitasful and
avoid it commonly dealt with indirectly by tranfering to other deparmtnet or discharing
during downsizing.
Coercive power require aurotirty to exercise it eg only your direct reports. Yet even then
managers avoid it because results are unprecitable rarely enhances performance and
more likely to become resneful and withdrawn ->
losing motivation, beginning to do just enough to get by or avoid punishment;
striking back, perhaps not physically (although it occasionally happens), but indirectly
through vandalism, pilferage, losing things, padding time sheets and so on;
broadcasting their treatment to others throughout the organisation and elsewhere,
effecting overall motivation;
taking extra time off work, often as stress-related illness;
initiating time- and resource-consuming appeals or legal procedures, either through
their union or the courts, for bullying, constructive dismissal and so on;
finding employment elsewhere.
Expericned by others in org as well and might feel threatened that it could happen to them.
IN contrast Cernie imposing physic and voice, argue each point with dominaion an
dcoercion. Interferd with his talent and good work. probemantio relation. widely dislike
he would talk over htem until they gave up - his employees appreciated his work but
feared his approach bully received minimal cooperation preference to work with his
subordinates kept information that might upset met in secret with other departments to
get work done even president had geat difficult and relied of positional power when
Bernie disagreed since valued couldnt be fired but promoted to advisory by giving
legitamte power his oereicve power decreasd.
10.2.3 Legitimate Power
Bestowed by organization through placement in org structure. hire and fire right to
require certain tasks done carrie dresponsabilities such as training. Health and safty,
feedback and support.
Is attractive employee coluntarily comes to work and power is bestowed on
senior/experience people ot get things done. In reality not effective due to fast cahning
tasks and teams.
Mangers legitate power bestowed
Leaders how individual projects his authority. ( in a team might not even have positional
or legitimate power).
Or vice versa eg derpaemnt manger who promoted to general manager due to
department success but run company to the ground by not attending to urgent issues and
not listening to concerns from subordinates.
Gain position and legitame power without the leadership skills for the role.
Initial advantage but needs skills ot back it up.
Also leiitamte authority by proxy if you have support of an executive.
10.2.4 Referent Power
Charisma or start power groupies effort to be close to object of adoration policitcs,
reltiogions, entertainments, business legends etc.
Bestowed by followers by adminration and iwhs to emulate the person.
Commands attention gains cooreration with magnetism or perosanlity somewhat dsitart,
remote, arely seen but whose success is legend.
Charisa wanes with familairty and time.
Is thereofr referent power and charisma effective? Could it deflect energy away from
organizational aims.
Jim Collins 2001 Good to Great 11 companies with exceptional consistent growth over
15 years their CEOs - an individual who blends extreme personal humility with intense
professional will. We found leaders of this type at the helm of every good-to-great company
during the transition era.
Her termed them level 5 execusives paradox extreme personal humility but zelous will for
org success.
Not great visionary jointly develop visit from the best team. Not partiualry chasitsmatic,
even shy, minimalise pesoal contribution. Yet highly proud and enthusiastic about company.
Also no long term effectiveness of charismatic leaders, did not build org depth due to ebing
in limelight and left org no better off when left.
Short term asset.
10.2.5 Expert Power
Gained by knoedge or skills possessed by indivdualt but not by others eg lead surgeon,
engeneer, most porfessionas and specialsits. Yet limited to specific settings.
Requires use of that expertise to project themselves with condifence in terms that make
sensts to followers.
Eg engineer who was very good at fixing machines but unable to pass on his knoedgle ro
lead.
Problem with expert power is that it is available only when you ar expert in a situation. As
as manager rises in organization eh should become the ealst epert while gatering a team of
experst. Hed stil be knowledge of task but follower become the acknowledge expert in his
spefic area. Most obvious when dep managers ove into general management leading expert
from many other areas.
In middle managmentit expert powr is an import level of influence esp with other teams.
10.2.6 Employing Several sources of power
In a reality a combination isused and each when its leads to best effect
Eg HR manager agrees with managing director to set up performance review system
got referent positiaotl power through formal announacement and request for support from
dep heads. Despite middle management he auire substaltianl legitimate power. Spent time
with dep heads by acknoligingtheir unique needs he built expert power and by supporting
them he also got rewqards power also by going out of his way to show appreciation for
rogrss. No direct use of coercive power but by being very clear about implementation dat
set by executive staff the dep heads knew theyd be under scrutiny if they didnt comply.
Not charismatic or referent power but optimism and confidence inhimself and dep heads.
Yet the smooth operation reviel a very able leader.
10. 3 Power vs Influence
There is more to efefcitve leadership beyond power. And even if they have power doesnt
mean it will be well used. Eg psotioanl power used inapproparitely, unetheically or not at
all, failing to capitilsie it. (self leadership module 9)
10.3.1 Incluencing without power
Leadership behvaiours witout any sources of power serve as facilitaionr make things
happen without any charisma, title or expertise project sense of authority.
Can belegitiamte authorirty specialist leading a programme followers respond becuaswe
it is sanctioned by organsisation, llogical and in line with org goals. Also because of
personal approach, experience, expertise. Difference between projecting power and
authorirty is that those projecting authority always engage in dailoge with those they lead.
Coaching and consultative appracoh eauql measures of service andleadersip convincing,
praising, communicating, teaching. Organizing and follow up -> they gain support.
In such cases depend heaviliy on influence we cannot commonad oters but influence them
to support our effots.
10.4 Kouzes and Posner and the leadership challenge
Kouzes and Posner 2002 leadership process with insights re influcne student managers
at uni leadership dev programs asked to describe their personal best leadership exp sutyd
orgdianry manager ( not heores) actions when most usccsfull 15 yrs research gov and
businessKey Practices of examplry leaders;
1)
2)
3)
4)
5)
Very easy to also set poor example small over sights that yet send message eg
executives not wearing the required name badge executives retaining privileges during
cost cutting asserting that customers are valuded yet take bad about them.
Requirement for culture that allows mistakes experietntation encourages and accepttane
that there is a lesson lernt even in no success , not pnished people asked to champion
their idea and given time and resources.
Intodyas highly compeptive environment inmoventtion and devleopnt increase efficiency are
crucial leaders allows ac culture that hinders innovation and risk taking are minimizing a
precious asset ideas and enthissiaum of folowes.
Empowerement gives followes opportunit and power to act. Instill sense of pwre and control
by allowing follwoes to make decisions or require them to. the only wrong decision is
indecision leadership shared among workforce, everyone expected toprovide leadership
occasionally.
Kur 1997 example of tyre shop one with all decisions taken by manger while employyes
wait instucions and other with all deciosn, accessments, pricing agreed directly with
employees.
Teams challenges to gorw and devleoeped and given support and recognition for success.
Collabroaiton is empahsised both in team and among teams competiton should come from
external business envinronment. Not competitions among woekers as it hingers initionate
and empowerment.
Give credit infornt of others, relate team success sotries to amangment and visitors.