Influence Processes and Leadership: (Lecture Outline and Line Art Presentation)

Chapter 15
(Lecture Outline and

Line Art Presentation)
Influence
Processes and
Leadership
Chapter Objectives
1. Identify and describe eight generic influence tactics

used in modern organizations.
2. Identify the five bases of power and explain what it
takes to make empowerment work.
3. Explain the concept of emotional intelligence in terms
of Goleman’s four leadership traits.
4. Summarize what the Ohio State model and the
Leadership Grid® have taught managers about
leadership.
Copyright © Houghton Mifflin Company. All rights reserved. Lecture Outline and Line Art Presentation, 15–2
Chapter Objectives (cont’d)
5. Describe the path-goal theory of leadership and

explain how the assumption on which it is based
differs from the assumptions on which Fiedler’s
contingency theory is based.
6. Explain Greenleaf’s philosophy of the servant leader.
7. Identify the two key functions that mentors perform
and explain how a mentor can develop a junior
manager’s leadership skills.
8. Explain the management of antecedents and
consequences in behavior modification.
Influence Tactics in the
Workplace
• Influence
• Any attempt by a person to change the behavior of
superiors, peers, or lower-level employees.
• Is not inherently good or bad.
• Can be used for purely selfish reasons.
• Can be used to subvert organizational objectives.
• Can be used to enhance organizational
effectiveness.
Influence Tactics in the
Workplace (cont’d)
• Eight Generic Influence Tactics
• Consultation
• Rational persuasion
• Inspirational appeals
• Ingratiating tactics
• Coalition tactics
• Pressure tactics
• Upward appeals
• Exchange tactics
Power
• What Is Power?
• The ability to marshal the human, informational, and material
resources to get something done.
• Power affects
• Decisions
• Behavior
• Situations
• Types of power
• Power over: the ability to dominate.
• Power to: ability to act freely.
• Power from: ability to resist the demands of others.
Figure 15.1
The Relationship Between Authority and Power
Power (cont’d)
• Five Bases of Power

• Reward power: having the ability to grant rewards.
• Coercive power: gaining compliance through threats
or punishment.
• Legitimate power: gaining compliance based on the
power associated with holding a superior position.
• Referent power: gaining compliance based on
charisma or personal identification.
• Expert power: gaining compliance based on the ability
to dispense valued information.
Power (cont’d)
• Empowerment
• Making employees full partners in the decision-making
process and giving them the necessary tools and
rewards.
• Power is viewed as an unlimited resource.
• Traditional authoritarian managers feel threatened.
• Threats to empowerment
• Dishonesty
• Untrustworthiness
• Selfishness
• Inadequate skills
Leadership
• Leadership Defined
• The process of inspiring, influencing, and guiding
others to participate in a common effort.
• Formal Leadership
• The process of influencing relevant others to pursue
official organizational objectives.
• Informal Leadership
• The process of influencing other to pursue unofficial
objectives that may or may not serve the
organization’s interests.
Figure 15.2
The Evolution of Leadership Theory
Leadership (cont’d)
• Trait Theory
• The search for universal traits possessed by all
leaders.
• An early trait profile found moderate agreement on
five traits
• Intelligence
• Scholarship
• Dependability in exercising responsibilities
• Activity and social participation
• Socioeconomic status
• A Modern Trait Profile: Leaders with Emotional

Intelligence
• Emotional Intelligence (EI): the ability to monitor and
control one’s emotions and behavior in complex social
settings.
• Leadership traits associated with EI
• Self-awareness
• Self-management
• Social awareness
• Relationship management
• The Controversy Over Male and Female

Leadership Traits
• Rosener’s research: Female leaders are better at
sharing power and information.
• Later research found no significant differences in
the leadership styles of men and women.
• Women did not fit the female stereotype.
• Men did not fit the male stereotype.
• Behavioral Styles Theory

• WWII studies of the patterns of leader behaviors
(leadership styles) rather than who the leader was
(traits).
• Democratic style
• Authoritarian style
• Laissez-faire (hands-off style)
Behavioral Styles Theories of
Leadership
• The Ohio State Model
• Initiating structure: leader’s efforts to get things
organized and get things done.
• Consideration: the degree of trust, friendship, respect,
and warmth that the leader extended to subordinates.
• Identified four leadership styles
• Low structure, high consideration
• High structure, high consideration
• Low structure, low consideration
• High structure, low consideration
Figure 15.3
Basic Leadership Styles from the Ohio State Study
• The Leadership Grid®
• The belief that there is one best style of leadership.
• Concern for production: the desire to achieve
greater output, cost-effectiveness, and profits.
• Concern for people: promoting friendships, helping
coworkers get the job done, and attending to
things that matter to people.
Figure 15.4
Blake and
McCanse’s
Leadership Grid
• The Leadership Grid® Styles
• 9, 1 style: primary concern for production; people
secondary.
• 1, 9 style: primary concern for people; production
secondary.
• 1, 1 style: minimal concern for production or people
• 5, 5 style: moderate concern for both production and
people to maintain the status quo.
• 9, 9 style: high concern for both production and
people (commitment, trust, and teamwork)
Situational Theories of
Leadership
• Fiedler’s Contingency Theory
• Performance of the leader depends on
• the degree to which the situation gives the leader
control and influence (favorableness of the
situation).
• the leader’s basic motivation to either accomplish
the task or having supportive relationships with
others (task or relationship motivation).
• The challenge is to match the leader with a suitable
situation: easier to move the leader than to change
the leader’s style.
Figure 15.5
Fiedler’s Contingency Theory of Leadership
Situational Theories of
• Path-Goal Theory
• Derived from expectancy motivation theory.
• Effective leaders enhance employee motivation by
• clarifying perceptions of work goals.
• linking rewards to goal attainment.
• explaining how goals and rewards can be achieved.
• Leadership styles
• Directive
• Supportive
• Participative
• Achievement-oriented
Other Theories of Leadership
• Transformational Leadership Theory

• Transformational leaders
• Are capable of charting new courses for their organization.
• Are visionaries who challenge people to do exceptional
things, above and beyond the plan.
• Transactional leaders
• Monitor people to so they do the expected, according to plan
in order to maintain the status quo.
• Get people to do things by offering a reward or threatening
them with a punishment.
Servant Leaders: Putting to Work
What You’ve Learned
• The Servant Leader (Greenleaf)
• An ethical person who put others—not herself or himself—in the
foreground.
• Characteristics
• Are servants first
• Inspire trust
• Are masters of feedback
• Emphasize personal development
• Articulate goals
• Know how to listen
• Rely on foresight
Mentoring
• Learning from a Mentor

• Mentor: someone who develops another person
through tutoring, coaching, and guidance.
• Dynamics of Mentoring
• Mentoring’s key functions
• Serving as a career enhancement function.
• Providing psychological support.
Behavior Modification
• Behaviorism
• The belief that observable behavior is more important
than inner states (needs, motive, or expectations).
• Favorable consequences encourage behavior,
whereas unfavorable consequences discourage
behavior.
• Operant Conditioning
• The study of how behavior is controlled by the
surrounding environment.
Behavior Modification (cont’d)
• What Is Behavior Modification?

• The practical application of operant conditioning
techniques to everyday behavior problems.
• The systematic management of environmental factors
to get people to do the right things more often and the
wrong things less often.
• Managing the the antecedents and/or consequences
of observable behavior.
• Managing Antecedents
• Antecedent: an environmental cue for a specific
behavior.
• Cue control: controlling the presentation of cues to
elicit the desired behaviors at specific places and
times.
• Managing antecedents is a way of encouraging good
performance.
• Managing Consequences
• Positive reinforcement: encouraging a behavior with a
pleasing consequence.
• Negative reinforcement: encouraging a behavior by
immediately withdrawing or terminating a displeasing
consequence.
• Extinction: discouraging a behavior by ignoring it.
• Punishment: discouraging a behavior by the
immediate presentation of an undesirable
consequence or the withdrawal of something
desirable.
• Positively Reinforce What Is Right About Job
Performance
• Build up desirable job behaviors by reinforcing the desirable
counterpart to an undesirable behavior.
• Focus on the the positive aspects of job performance.
• Schedule Reinforcement Appropriately
• Continuous reinforcement: every instance of a behavior is
rewarded.
• Intermittent reinforcement: rewarding some, but not all,
instances of a behavior; the most effective form of
reinforcement.

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Chapter 15

(Lecture Outline and

1. Identify and describe eight generic influence tactics

5. Describe the path-goal theory of leadership and

• Five Bases of Power

• A Modern Trait Profile: Leaders with Emotional

• The Controversy Over Male and Female

• Behavioral Styles Theory

• Transformational Leadership Theory

• Learning from a Mentor

• What Is Behavior Modification?

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