MGMT1001 Lecture Notes - Lecture 8: Transactional Leadership, Eye Contact, Extraversion And Introversion
18 May 2018
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re8 – Power, Leadership and Effective Communication
Leadership – the ability to influence employees to voluntarily pursue organisational
goals
• Managerial leadership
The process of influencing others to understand and agree about what needs to
be done and the process of facilitating individual and collective efforts to
accomplish shared objectives
Being a manager
• Coping with complexity
Determining what needs to be done – planning and budgeting
Creating arrangements to accomplish an agenda – organising and staffing
Ensuring people do their jobs – controlling and problem solving
• Coping with change
Determining what needs to be done – setting a direction
Creating arrangements of people to accomplish an agenda – aligning people
Ensuring people do their jobs – motivating and inspiring
Five sources of power
1. Legitimate power – iflueig ehaiou eause of oes foal positio
2. Reward power – influencing behaviour by promising or giving rewards
3. Coercive power – influencing behaviour by threatening or giving punishment
4. Expert power – iflueig ehaiou eause of oes epetise
5. Referent power – iflueig ehaio eause of oes pesoal attatio
Personalised power – directed at helping oneself
Socialised power – directed at helping others
Leadership and influence: persuasion; generic influence tactics
• Rational persuasion – convincing someone by using reason, logic or facts
• Inspirational appeals – uild ethusias o ofidee appealig to othes
emotions, ideals or values
• Consultation – getting others to participate in a decision or change
• Ingratiating tactics – acting humble or friendly or making someone feel good or
important before making a request
• Personal appeals – referring to friendship and loyalty when making a request
• Exchange tactics – reminding someone of past favours or offering to trade favours
• Coalition tactics – getting others to support your effort to persuade someone
• Pressure tactics – using demands, threats or intimidation to gain compliance
• Legitimating tactics – asig a euest o oes authoit o ight, the ogaisatioal
rules or policies
Trait approaches: do leaders have distinctive personality characteristics?
find more resources at oneclass.com
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2
• Key positive leadership traits
Task competence – intelligence, knowledge, problem-solving skills
Interpersonal competence – ability to communicate and ability to demonstrate
care and empathy
Intuition – sense of knowing something without conscious reasoning
Traits of character – conscientiousness, discipline, moral reasoning, integrity,
honesty
Biophysical traits – physical fitness, hardiness, energy level
Personal traits – self-confidence, sociability, self-monitoring, extraversion, self-
regulating, self-efficacy
• Lack of women at the top
Unwillingness to compete or sacrifice
Modesty
Lack of mentors
Starting out lower and more likely to quit
Behavioural approaches: do leaders show distinctive patterns of behaviour
• University of Michigan leadership model
Job-centred behaviour – more concerned with needs of the job
Employee-centred behaviour – more concerned with needs of employees
• Ohio State leadership model
Initiating structure – what do I do to get the job done?
Consideration – what do I do to show consideration for my employees?
Contingency approaches: does leadership vary with the situation?
• The cotigecy leadership odel: Fiedler’s approach
Task oriented vs relationship oriented leader style
(a) Task-oriented works best in high- or low-control situations
(b) Relationship-oriented works best in moderate control situations
Three dimensions of situational control
(a) Leader-member relations – do my subordinates accept me as a leader?
(b) Task structure – do my subordinates perform unambiguous, easily
understood tasks?
(c) Position power – do I have power to reward and punish?
• The path-goal leadership odel: House’s approach
What determines leadership effectiveness?
(a) Employee characteristics: locus of control, task ability, need for achievement,
experience, need for path-goal clarity
(b) Environmental factors: task structure, work group dynamics
(c) Leader behaviours: directive, supportive, participative, achievement-oriented
Revised styles of leader behaviours
(a) Path-goal clarifying
(b) Achievement oriented
(c) Work facilitation
(d) Supportive
(e) Interaction facilitation
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Leadership the ability to influence employees to voluntarily pursue organisational goals: managerial leadership. The process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives. Determining what needs to be done planning and budgeting. Creating arrangements to accomplish an agenda organising and staffing. Ensuring people do their jobs controlling and problem solving: coping with change. Determining what needs to be done setting a direction. Creating arrangements of people to accomplish an agenda aligning people. Ensuring people do their jobs motivating and inspiring. Personalised power directed at helping oneself. Socialised power directed at helping others. Leadership and influence: persuasion; generic influence tactics: rational persuasion convincing someone by using reason, logic or facts. Inspirational appeals (cid:271)uild e(cid:374)thusias(cid:373) o(cid:396) (cid:272)o(cid:374)fide(cid:374)(cid:272)e (cid:271)(cid:455) appeali(cid:374)g to othe(cid:396)s(cid:859) emotions, ideals or values: consultation getting others to participate in a decision or change.
