•Turning power into influence …
oSuccessful leadership relies on acquiring and using all sources of power.
oUse of reward power or legitimate power produces temporary compliance.
oUse of coercive power produces, at best, temporary compliance, often
accompanied by resentment.
oUse of expert power or referent power has the most enduring results and
•Keys to building managerial power:
oThere is no substitute for expertise.
oLikable personal qualities are very important.
oEffort and hard work breed respect.
oPersonal behavior must support expressed values.
•Power and influence are affected by workplace structures and networks:
•Acceptance theory of authority.
oFor a leader to achieve true influence, the other person must:
Truly understand the directive.
Feel capable of carrying out the directive.
Believe the directive is in the organization’s best interests.
Believe the directive is consistent with personal values.
•Leadership and empowerment.
The process through which managers enable and help others to gain
power and achieve influence.
oEffective leaders empower others by providing them with:
•How leaders can empower others:
oInvolve others is selecting their work assignments and task methods.
oCreate an environment of cooperation, information sharing, discussion, and
shared ownership of goals.
oEncourage others to take initiative, make decisions, and use their knowledge.
oFind out what others think and let them help design solutions.
oGive others the freedom to put their ideas and solutions into practice.
oRecognize successes and encourage high performance.
•Leadership behavior …
oLeadership behavior theories focus on how leaders behave when working with
oLeadership styles are recurring patterns of behaviors exhibited by leaders.
oBasic dimensions of leadership behaviors:
Concern for the task to be accomplished.