MHR 405 Lecture Notes - Lecture 11: Transactional Leadership, Situational Leadership Theory, Transformational Leadership

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Mhr 405 chapters 10, 11, 12 summary. Power is the capacity of a person, team or orga to influence others. Sources of power: legitimate, reward, coercive, expert, referent. Agreement that people in certain roles can request certain behaviours of others. Legitimate power range varies across national and orga cultures. Norm of reciprocity = legitimate power as a felt obligation to others who helped you in the past. Reward power is the ability to control the allocations of rewards valued by others and to remove negative sanctions. Coercive power is the ability to apply punishment. Peer pressure is a form of coercive power. The capacity to influence others by possessing knowledge or skills that they value. Coping with uncertainty; organizations operate better in predictable environments. People gain power by using their expertise to: prevent, forecast, absorb. Occurs when others identify with, like or otherwise respect the person. Degree and nature of interdependence between powerholder and others.

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