1101IBA Lecture Notes - Lecture 6: Charismatic Authority, Fiedler Contingency Model, Leadership Studies
30 May 2018
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Week 6 Management Concepts Lecture Notes
Leading
The Nature of Leadership
• Leading is the process of inspiring others to work hard to accomplish important tasks
• It is also one of the four functions that constitute the management process
• Planning sets the direction and objectives; organizing brings the resources together
to turn plans into action; leading builds the commitments and enthusiasm needed
for people to apply their talents fully to help accomplish plans; and controlling
makes sure things turn out in the right way
Leadership and vision
• Vision is a term used to describe a clear sense of the future
• Hence, visionary leadership brings a clear sense of the future and an understanding
of how to get there
• Five principles of visionary leadership:
o Challenge the process: Be a pioneer; encourage innovation and support
people who have ideas
o Show enthusiasm: Inspire others through personal enthusiasm to share in a
common vision
o Help others to act: Be a team player and support the efforts and talents of
others
o Set the example: Provide a consistent role model of how others can and
should act
o Celerate ahieeets: Brig eotio ito the orkplae ad rally hearts
as ell as ids
Power and influence
• Power: the ability to get someone else to do soethig you ast doe or to ake
things happen the way you want
find more resources at oneclass.com
find more resources at oneclass.com
Position and Power
• The three ases of positio poer (poer that oes fro a aagers offiial
status or position):
o Reward power is the ability to influence through rewards. if you do hat I
ask, Ill gie you a reard
o Coerie poer is the aility to ifluee through puishet. if you dot
do hat I at, Ill puish you
o Legitiate poer is the aility to ifluee through authority. I a the oss
and therefore you are supposed to do as I ask
Personal Power
• Two bases of personal power (power that comes from unique personal qualities):
o Expert power is the ability to influence through special expertise. Other
people recognize your knowledge, understanding and skills
o Referent power is the ability to influence through identification. Other people
admire you and want to identify positively with you. Power is derived from
charism or interpersonal attractiveness
Turning power into influence
• Relying on rewards, legitimacy, or coercion is likely to lead to only temporary
compliance
• Hence, position power alone is often insufficient to achieve and sustain needed
influence
• Use of expert and referent power creates the most enduring influence; they create
commitment
• Personal power and the bases of expert and referent power often make the
difference between leadership success and mediocrity
Ethics and the limits to power
• Four conditions for true influence:
o The other person must:
▪ Truly understand the directive
▪ Feel capable of carrying out the directive
▪ Beliee the diretie is i the orgaisatios est iterests
▪ Believe that the directive is consistent with his/her personal values
Leadership and empowerment
• Empowerment
o Process through which managers enable others gain power and influence
• Epoeret allos people to at idepedetly ad feel ore adult i their
work activities
• A manager who empowers tends also to gain power, through a high-performing
work unit, or the attendant positive relationship, which build referent power
• How to empower others:
o Get them involved
o Create an environment of cooperation, information sharing, discussion and
shared ownership of goals
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Personal power: two bases of personal power (power that comes from unique personal qualities), expert power is the ability to influence through special expertise. Other people recognize your knowledge, understanding and skills: referent power is the ability to influence through identification. Other people admire you and want to identify positively with you. Power is derived from charism or interpersonal attractiveness. Which of the following do they have: drive- energy, initiative, and tenaciousness, self-confidence, creativity, cognitive ability to interpret information, business knowledge, motivation, flexibility, honesty and integrity. Is se(cid:374)siti(cid:448)e to follo(cid:449)ers(cid:859) (cid:374)eeds: shows trust in followers. These were: leader-member relations, task structure, position power. Hersey- blanchard model: argues successful leaders adjust their styles depending on the maturity of followers, depending on their readiness (ability and willingness) to perform in situations, managers must use alternative styles as needed. Issues in leadership development: emotional intelligence, the ability to manage ourselves and our relationships effectively, critical components are, self-awareness, self-regulation, motivation, empathy, social skill.
