Executive leadership with Ethics and

Public accountability

GILMORE M. RIOVEROS

Topics:

Power and Influence

Dyadic relations, attributions and followership

Charismatic and transformational leadership

 Power and Influence

“The true leader must submerge himself in

the fountain of the people.”

~V.I. Lenin
 Power, Influence and Influence Tactics
 Influence can be defined as the change in a target
agent’s attitudes, values, beliefs, or behaviors as
the result of influence tactics.
 Influence tactics refer to one person’s actual
behaviors designed to change another person’s
attitudes, beliefs, values, or behaviors.
 Followers can wield power and influence over
leaders as well as over each other.

McGraw-Hill/Irwin 5-3 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Measuring Power and Influence
 Influence can be measured by the behaviors or attitudes
manifested by followers as the result of a leader’s
influence tactics.
 The degree to which leaders can change the level of
satisfaction, motivation, or cohesiveness among followers
is a function of the amount of power available to both
leaders and followers.
 The amount of power followers have can vary
dramatically, and in some situations particular followers
may exert relatively more influence over the rest of the
group than the leader does.

McGraw-Hill/Irwin 5-4 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Measuring Power and Influence
(continued)
 Individuals with a relatively large amount of power
may successfully employ a wider variety of
influence tactics than individuals with little power.
 Because the formal leader is not always the
person who possesses the most power in a
leadership situation, followers often can use a
wider variety of influence tactics than the leader.

McGraw-Hill/Irwin 5-5 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Bases of Power
 Expert – is the power of knowledge.
 Referent - refers to the potential influence one
has due to the strength of the relationship between
the leader and the followers.
 Legitimate - depends on a person’s
organizational role.
 Coercive - power is the potential to influence
others through the administration of negative
sanctions or the removal of positive events.
 Reward - involves the potential to influence others
due to one’s control over desired resources.
McGraw-Hill/Irwin 5-6 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Four Generalizations about Power and
Influence
 Effective leaders typically take advantage of all their
sources of power.
 Whereas leaders in well-functioning organizations have
strong influence over their subordinates, they are also open
to being influenced by them.
 Leaders vary in the extent to which they share power with
subordinates.
 Effective leaders generally work to increase their various
power bases or become more willing to use their coercive
power.

McGraw-Hill/Irwin 5-7 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Dyadic
The relationship between
a leader and each follower
in a work unit.
 Dyadic Theory
Explains why leaders vary their
behavior with different followers.
 Dyadic Approach:
Stages of Development

Vertical-Dyad
Vertical-Dyad Individualized leader-subordinate
interactions creating in-groups and
Linkage
Linkage Theory
Theory out-groups.

Leader-Member
Leader-Member Focus is on quality of each dyad
and its effects on organizational
Exchange
Exchange outcomes over time.

Leaderships can aspire to build

Team
Team Building
Building positive relationships with all
subordinates, not just chosen few.

Systems
Systems and
and Create positive dyadic relationships
across traditional boundaries
Networks
Networks to include a larger network.
Attribution Theory of Leadership 
 States that leadership is merely an attribution that
people make about other individuals. It suggests that
what’s important is projecting the appearance of
being a leader rather than focusing on actual
accomplishments.
 Better said, "The attribution theory of leadership
suggests that people are more likely to follow an
individual who fits their IDEA of a leader."
 What types of attributes?
 Intelligence
 Outgoing personality
 Strong verbal skills
 Aggressiveness
 Understanding
 Industriousness
 What is followership?
Followership is a discipline of supporting leaders and helping them to lead well.
 Types of followers
 Alienated - are critical and independent in thinking
but fulfill their role without enthusiasm.
 Passive - do not exhibit independent thinking or
active participation.
 Conformist - are sometimes called “yes” people,
typically carry out all duties without question.
 Pragmatic - have qualities of all follower styles –
depending on what fits with the current situation.
 Charismatic and
Transformational Leadership

Charismatic Authority - stems

from the society’s belief in the
exemplary characteristics of the
leader.
Common Characteristics of Charismatic
and Transformational Leadership

 Vision

 Rhetoricalskills
 Image and trust building

 Personalized leadership
 Summary
 By reflecting on different bases of power, leaders may
better understand how they can affect followers and even
expand their power.
 Leaders can improve their effectiveness by finding ways to
enhance their idiosyncratic credit and not permitting
in-group and out-group rivalries to develop in the work unit.
 The exercise of power occurs primarily through the
influence tactics leaders and followers use to modify the
attitudes and behaviors of each other.
 Leadership practitioners should always consider why they are
using a particular influence attempt before they actually use
it.

McGraw-Hill/Irwin 5-17 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Thanks and have a nice day!