CHAPTER 14

POWER INFLUENCE, &

LEADERSHIP
From Becoming a Manager
to Becoming a Leader

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 LEARNING OBJECTIVES
14.1 Describe managers’ appropriate use of power and
influence.
14.2 Identify traits and characteristics of successful leaders.
14.3 Identify behaviors of successful leaders.
14.4 Describe situational leadership.
14.5 Describe transformational leadership and its effects on
employees.
14.6 Compare three additional perspectives on leadership.
14.7 Explain how to develop the career readiness competency of
self-awareness.

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 The NATURE of LEADERSHIP
Leadership
• The ability to influence employees to voluntarily pursue
organizational goals.
Leadership coaching
• Enhancing a person’s abilities and skills to lead.
Managerial leadership
• Process of influencing others to understand and agree
what needs to be done and the process of facilitating
individual and collective efforts to accomplish shared
objectives.

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CHARACTERISTICS of MANAGERS and LEADERS

BEING A MANAGER MEANS: BEING A LEADER MEANS:

• Planning, organizing, directing, • Being visionary.
controlling. • Being inspiring, setting the tome,
• Executing plans and delivering and articulating the vision.
goods and services. • Managing people.
• Managing resources. • Being inspirational (charismatic).
• Being conscientious. • Acting decisively.
• Putting customers first, responding • Putting people first, responding to
to and acting for customers. and acting for followers.
• Mistakes can happen when • Mistakes can happen when leaders
managers don’t appreciate people choose the wrong goal, direction, or
are the key resource, underlead by inspiration; overlead; or fail to
treating people like other resources, implement the vision.
or fail to be held accountable.
Table 14.1.
Source: Adapted from P. Lorenzi, “Managing for the Common Good: Prosocial Leadership,” Organizational Dynamics 33, no. 3 (2004), p. 286.

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 FIVE SOURCES of POWER
1. Legitimate power
• Results from managers’ formal positions within the organization.
2. Reward power
• Results from managers’ authority to reward their subordinates.
3. Coercive power
• Results from managers’ authority to punish their subordinates.
4. Expert power
• Results from one’s specialized information or expertise.
5. Referent power
• Derived from one’s personal attraction (strong, visionary
leadership).

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 QUESTION #1
Alex compliments his co-worker Joe on the great job he
did on the weekly report, and then informs their
mutual boss. Alex is using ______ power.
A. legitimate
B. referent
C. reward
D. punishment

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 COMMON INFLUENCE TACTICS
SOFT TACTICS HARD TACTICS
• Integration. • Exchange tactics.
• Personal appeals. • Coalition tactics.
• Inspirational appeals. • Pressure tactics.
• Consultation. • Legitimating tactics.
• Rational persuasion.

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 MATCH TACTICS to INFLUENCE OUTCOMES
Research has shown the following:
1. Rational persuasion, consultation, collaboration,
and inspirational appeals are most effective.
2. Be authentic to your values and beliefs.
3. Consult rather than legitimate.
4. “Glad handing” is not a good long-term strategy.
5. Show subtle flattery and agreement.
6. Learn how to influence.

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 AN INTEGRATED MODEL OF LEADERSHIP
Figure 14.1

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 TRAIT APPROACHES to LEADERSHIP
Trait approaches to leadership attempt to identify distinctive
characteristics that account for the effectiveness of leaders.
Positive or Negative
Positive Task-Oriented Traits
Interpersonal Attributes
Extraversion (+)
Intelligence

Conscientiousness Agreeableness (+)

Openness to experience Emotional intelligence (+)

Emotional stability Narcissism (-)

Machiavellianism (−)
Positive affect

Psychopathy (−)

Table 14.3
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 “DARK SIDE” TRAITS
Narcissism
• Having a self-centered perspective, feelings of
superiority, and a drive for personal power and glory.
Machiavellianism
• Displaying a cynical view of human nature that condones
opportunistic and unethical ways of manipulating people,
putting results over principles.
Psychopathy
• Characterized by lack of concern for others, impulsive
behavior, and a lack of remorse when actions harm
others.

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 EXAMPLE: POSITIVE and NEGATIVE TRAITS
Leadership at Turing
Leadership at TOMS
Pharmaceuticals
• Blake Mycoskie, founder. • Martin Shkreli, founder and former
• “One for one.” CEO.
• Every purchase should help • Business strategy of buying rights to
someone in need. inexpensive but life-saving
prescription drugs, raising prices
• Donated 60 million shoes.
astronomically.
• Restored eyesight to almost half a
• Public response swift and negative.
million.
• Provided safe water and childbirth
• Shkreli pled not guilty—fraud
related to other firms.
services.
• What positive leadership traits do
• Do you think he possesses any dark
side traits?
you think Mycoskie possesses?

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 DO WOMEN and MEN DISPLAY
SIMILAR LEADERSHIP TRAITS?
1. Men displayed more task leadership and women more
relationship leadership.
2. Women used a more democratic or participative style than
men, and men used a more autocratic and directive style.
3. Female leadership was associated with more cohesion,
cooperative learning, and participative communication
among team members.
4. Peers, managers, direct reports, and trained observers rated
women executives as more effective than men. Men rated
themselves as more effective than women evaluated
themselves.
5. One study found almost no differences between men and
women in their levels of hard or soft skills.
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 FOUR BASIC SKILLS for LEADERS
WHAT LEADERS NEED AND WHY

Cognitive abilities to identify problems

Leaders must sometimes devise effective solutions
and their causes in rapidly changing in short time spans with limited information.
situations

Interpersonal skills to influence and

Leaders need to work well with diverse people.
persuade others

Leaders increasingly need business skills as they

Business skills to maximize the use of
advance. Three valuable skills that most people can
organizational assets develop are mindfulness, curiosity, and optimism.

Conceptual skills to draft an Conceptual skills matter most for individuals in the
organization’s mission, vision, top ranks of an organization. Entrepreneurs may
strategies, and implementation plans have their strategic skills tested on a regular basis.

Table 14.4.
Source: Adapted from T.V. Mumford, M.A. Campion, and F.P. Morgeson, “Leadership Skills Strataplex: Leadership Skill Requirements across
Organizational Levels,” Leadership Quarterly, 2007, pp. 154-166.

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 TRAIT THEORIES OFFER FOUR CONCLUSIONS
1. We cannot ignore the implications of leadership traits.
2. The traits suggest the qualities you should cultivate and
avoid if you want to assume a leadership role in the future.
3. Organizations may want to include personality and trait
assessments in their selection and evaluation processes.
4. Cross-cultural competency is an increasingly valued task-
oriented trait. A global mind-set is your belief in your ability
to influence dissimilar others in a global context.

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 BEHAVIORAL APPROACHES
Behavioral leadership approaches
• Attempt to determine the distinctive styles used by
effective leaders.
• Divided into four categories:
1. Task-oriented behavior.
2. Relationship-oriented behavior.
3. Passive behavior.
4. Transformational behavior.

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 TASK-ORIENTED LEADER BEHAVIORS
Task-oriented leadership behaviors
• These ensure that people, equipment, and other
resources are used in an efficient way to accomplish the
mission.
Two types:
• Initiating-structure leadership organizes and defines
what employees should be doing to maximize output.
• Transactional leadership clarifies employees’ roles and
task requirements and provides rewards and
punishments contingent on performance.

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 RELATIONSHIP-ORIENTED LEADER BEHAVIORS
Relationship-oriented leadership
• Primarily concerned with the leader’s interactions with
his or her employees.
Four types:
1. Consideration.
2. Empowering leadership.
3. Ethical leadership.
4. Servant leadership.

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 CONSIDERATION and EMPOWERING
LEADERSHIP
Consideration
• Leader behavior that is concerned with group members’
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.
• Increasing employees’ meaningfulness, self-
determination, competence, and progress.

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 ETHICAL LEADERSHIP
Ethical leadership
• Represents normatively appropriate behavior that
focuses on being a moral role model.
• Includes communicating ethical values to others,
rewarding ethical behavior, and treating followers with
care and concern.

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 SERVANT LEADERSHIP
Servant leadership focuses on providing increased service to others—meeting
the goals of both followers and the organization—rather than to oneself.
TEN CHARACTERISTICS OF THE SERVANT-LEADER

1. Focus on listening

2. Ability to empathize with others’ feelings

3. Focus on healing suffering

4. Self-awareness of strengths and weaknesses

5. Use of persuasion rather than positional authority

6. Broad-based conceptual thinking

7. Ability to foresee future outcomes

8. Belief they are stewards of their employees and resources

9. Commitment to the growth of people

10. Build community within and outside the organization

Table 14.5
Source: From L.C. Spears, “Introduction: Servant-Leadership and the Greenleaf Legacy,” in L.C. Spears
(Ed.), Reflections on Leadership: How Robert K. Greenleaf’s Theory of Servant-Leadership Influenced
Today’s Top Management (New York: John Wiley & Sons, 1995), pp. 1-14.
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 PASSIVE LEADERSHIP
Passive leadership
• Form of leadership
behavior
characterized by a
lack of leadership
skills.
Laissez-faire leadership
• A form of
“leadership”
characterized by a
general failure to
take responsibility
for leading.

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 SOME PRACTICAL IMPLICATIONS of the
BEHAVIORAL APPROACHES
Two conclusions:
1. A leader’s behavior is more important than his or
her traits. It is important to train managers on the
various forms of task and relationship leadership.
2. There is no one best style of leadership. How
effective a particular leadership behavior is
depends on the situation at hand.

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 SITUATIONAL APPROACHES
Situational approaches to leadership
• Belief that effective leadership behavior depends on the
situation at hand.
• Also called the contingency approach.
Two approaches:
1. The contingency leadership style.
2. The path-goal leadership style.

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 The CONTINGENCY LEADERSHIP MODEL
The contingency leadership model developed by
Fiedler
• Determining if a leader’s style is (1) task-oriented or (2)
relationship-oriented and if that style is effective for the
situation at hand.
• Uses the least preferred coworker (LPC) scale, in which
workers rank the coworker they least enjoyed working
with and rate him or her: friendly/unfriendly,
tense/relaxed, efficient/inefficient.
• The higher the score, the more the relationship-oriented;
the lower the score, the more task-oriented.

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 THREE DIMENSIONS of
SITUATIONAL CONTROL
Leader-member relations
• Reflects the extent to which the leader has the support,
loyalty, and trust of the work group.
Task structure
• Extent to which tasks are routine and easily understood.
Position power
• Refers to how much power a leader has to make work
assignments and reward and punish.

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 REPRESENTATION of
FIEDLER’S CONTINGENCY MODEL

Figure 14.2
Source: Adapted from F.E. Fiedler, “Situational Control and a Dynamic Theory of Leadership,” in B. King, S. Streufert, and F.E.
Fielder (Eds.), Managerial Control and Organizational Democracy (New York: John Wiley & Sons, 1978), p. 114.
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 QUESTION #2
Rayford is head of a task force consisting of his peers
from other departments in the organization. Rayford
has
A. high leader-member relations.
B. high task structure.
C. high position power.
D. low position power.

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 The PATH-GOAL LEADERSHIP MODEL

Path-goal leadership model developed by House

• The effective leader increases employees’ motivation by
clarifying the paths, or behavior, that will help them
achieve goals, and provides them with support.
• Two contingency factors, or variables—employee
characteristics and environmental factors—cause some
leadership behaviors to be more effective than others.

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 HOUSE’S PATH-GOAL THEORY
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 APPLYING SITUATIONAL THEORIES
How can you make situational theories work for you?
Step 1 Identify important outcomes.
Step 2 Identify relevant leadership behaviors.
Step 3 Identify situational conditions.
Step 4 Match leadership to the conditions at hand.
Step 5 Decide how to make the match.

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 The USES of TRANSFORMATIONAL
LEADERSHIP
Transformational leadership.
• Employees are encouraged to pursue organizational
goals over self-interests.
• Leaders are influenced by individual characteristics and
organizational culture.
• Whereas transactional leaders try to get people to do
ordinary things, transformational leaders encourage their
people to do exceptional things.

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 FOUR KEY BEHAVIORS of
TRANSFORMATIONAL LEADERSHIP

1. Inspirational motivation: “Let me share a vision

that transcends us all.”
2. Idealized influence: “We are here to do the right
thing.”
3. Individualized consideration: “You have the
opportunity to grow and excel here.”
4. Intellectual stimulation: “Let me describe the great
challenges we can conquer together.”

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 IMPLICATIONS of TRANSFORMATIONAL
LEADERSHIP for MANAGERS

1. It can improve results for both individuals and

groups.
2. You can prepare and practice being
transformational.
3. It should be used for ethical reasons.

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 The ETHICAL THINGS TOP MANAGERS
SHOULD DO TO BE EFFECTIVE
TRANSFORMATIONAL LEADERS
To Be an Effective Transformational Leader

Employ a code of ethics. The company should create and enforce a clearly
stated code of ethics.

Choose the right people. Recruit, select, and promote people who display
ethical behavior.

Make performance expectations reflect employee treatment. Develop

performance expectations around the treatment of employees; these
expectations can be assessed in the performance–appraisal process.

Emphasize the value of diversity. Train employees to value diversity.

Reward high moral conduct. Identify, reward, and publicly praise

employees who exemplify high moral conduct.

Table 14.7

Source: These recommendations were derived from J.M. Howell and B.J. Avolio, “The Ethics of Charismatic Leadership:
Submission or Liberation?” The Executive, May 1992, pp. 43-54.
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 QUESTION #3
Jim, a manager, uses rewards and discipline to
motivate subordinates, but does this as a way of
helping them reach their full potential. This is called
A. contingent leadership.
B. transformational leadership.
C. developmental consideration.
D. democratic leadership.

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 TWO ADDITIONAL PERSPECTIVES (1 of 2)
Leader-member Exchange (LMX) model of
leadership
• Emphasizes that leaders have different sorts of
relationship with different subordinates.
In-Group Exchange versus Out-Group Exchange
• In-group exchange: trust and respect.
• Out-group exchange: lack of trust and respect.

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 TWO ADDITIONAL PERSPECTIVES (2 of 2)
Leading with Humility
• Humility is a relatively stable trait grounded in the belief
that “something greater than the self exists.”
Five Key Qualities:
1. High self-awareness.
2. Openness to feedback.
3. Appreciation of others.
4. Low self-focus.
5. Appreciation of the greater good.

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 WHAT FOLLOWERS WANT
Followers seek and admire leaders who create
feelings of:
• Significance: The work followers do is meaningful and
important.
• Community: Followers trust and respect others to work
in pursuit of organizational goals.
• Excitement : People feel energetic and engaged at work.

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 CAREER
CORNER MODEL of CAREER READINESS

Figure 14.4. ©2018 Kinicki and Associates, Inc.

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 CAREER MANAGING YOUR CAREER
CORNER READINESS
Becoming more self-aware, understanding who you are
and what you stand for, requires an active approach.
1. Take the time to reflect.
2. Write down your priorities.
3. Learn your strengths and weaknesses.
4. Avoid the Dunning-Kruger effect.

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