Bài giảng Leadership - Chapter 12 Leadership Power and Influence

Chapter 12Leadership Power and Influence1Chapter ObjectivesRecognize your natural leadership frame of reference and how you can expand your perspective.Use power and politics to help accomplish important organizational goals.Identify types and sources of power in organizations and know how to increase power through political activity.Use the influence tactics of rational persuasion, friendliness, reciprocity, developing allies, direct appeal, and scarcity.2Ex. 12.1 Four Leader Frames of ReferenceMind-set: Sees organization as machine, economics, plansEmphasis: Goals, systems, efficiency, formal authorityDangers: Rigidity and tyrannyMind-set: Sees organization as family, belonging, clanEmphasis: People, support, empowermentDangers: Lack of content or substanceMind-set: Sees organization as jungle, power, schemesEmphasis: Resource allocation, negotiation, coalition buildingDangers: Power plays for purpose of self-interestMind-set: Sees organization as theater, spiritual meaning, dreamsEmphasis: Vision, culture & values, inspirationDangers: “Messiah” complex1. Structural2. Human Resource3. Political4. Symbolic3Power and InfluencePowerThe ability of one person or department in an organization to influence other people to bring about desired outcomesInfluenceThe effect a person’s actions have on the attitudes, values, beliefs, or actions of others4Ex. 12.2 Five Types of Leader PowerLegitimateRewardCoercivePosition PowerExpertReferentPersonal Power5Ex. 12.3 Responses to the Use of PowerComplianceResistanceCommitmentPosition PowerPersonal Powerappropriate useexcessive use6Ex. 12.4 Characteristics That Affect Dependency and Power in OrganizationsNonsubstitutabilityLeader has control over:Resources seen as unimportantWidely available resourcesResources with acceptable substitutesLow dependency on leader = lower powerLeader has control over:Resources seen as very importantScarce resourcesResources with no substitutesHigh dependency on leader = higher powerImportanceScarcity7Ex. 12.5 Strategic Contingencies that Affect Leader Power in OrganizationsIncreased PowerInterdepartmental DependencyControl over InformationOrganizational CentralityCoping with Uncertainty8PoliticsActivities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices9Ex. 12.6 Seven Principles for Asserting Leader InfluenceUse rational persuasionMake people like youRely on the rule of reciprocityDevelop alliesAsk for what you wantRemember the principle of scarcityExtend formal authority with expertise and credibility10Ex. 12.7 Guidelines for Ethical ActionIs the action consistent with the organization’s goals, rather than being self-motivated purely by self-interest?Does the action respect the rights of individuals and groups affected by it?Does the action meet the standards of fairness and equity?Would you wish others to behave in the same way if the action affected you?Ethical Choice11