Leadership

Topic 4: Leaders
As Motivators
*Power and Influence

*Motivation

*Total Reward
Management System
Power
*The ability of one person or department in an
organization to influence other people to bring
about desired outcomes

Influence
*The effect a person’s actions have on the attitudes,
values, beliefs, or actions of others
Sources of power (French & Raven)
*LEGITIMATE POWER
Authority to command, based on the position
*REWARD POWER
Able to award positive, desired outcomes
*COERCIVE POWER
Able to threaten, punish or harm
*EXPERT POWER
Influence based on knowledge and information
*REFERENT POWER
Influence based on charisma, identification and trust
Expert power
*Advantage: useful, because the knowledge,
expertise and skills help to differentiate the
organisation and may even be the source of
competitive advantage.
*Disadvantage: In the market, when the person with
the expert power wields it for his or her personal
gain.
*Referent power
*Can be useful for organisations, because those
possessing it often have wide-reaching social
contacts and networks
*Takes time to develop because it takes time to build
relationships.
 *One of the primary advantages of referent power is that it
often goes hand in hand with increased and unquestioning
follower loyalty.
*Leaders possessing referent power may find their actions
limited by their desire to remain popular.

Legitimate power
*Reinforces the organisation's internal structure.
*Employees follow the instructions and directions of their
superiors, and this chain of command is rarely questioned
*Followers possess legitimate power as well.
*They can undermine a leader's degree of influence by 'working to
rule' and leveraging the bureaucratic restrictions that often exist
within an organisation.
Reward power
* Primary means used by most organisations to motivate employees.
* Just as leaders can use reward power to influence followers to
improve performance, followers can use reward power to influence
the way in which the leader distributes the resources.

Coercive power
* Can also lead to better organisational performance.
* The ability to discipline lazy workers, fire people after they refuse to
heed warnings, etc. is vital for the organisation's success and
survival.
* When used inappropriately, coercive power can lead to an
unmotivated and even fearful workforce.
In addition to the five sources of power discussed thus far,
Daft (2008) identifies four other sources of power within
the organizational context:

*Interdepartmental dependency
*Control over information
*Organizational centrality
*Coping with uncertainty.
LEADERS INFLUENCING TACTICS
Leader’s Desire for Power
*Institutional Managers
*High in self-control & low desire to be liked

*Affiliative Managers
*Motivated by a desire to be liked which greater than their
desire for power

*Personal –Power Managers

*Need for power is higher than their need for affiliation
and their self-control is low
As defined by Daft (1997), motivation refers to
"the forces either within or external to a person that
arouse enthusiasm and persistence to pursue a certain course
of action“

Need Theories of
Motivation
Cognitive Theories of Motivation
(SITUATIONAL APPROACH)
(SITUATIONAL APPROACH)
 Total Reward

Intrinsic Reward Extrinsic Reward

(Job Factors) (Monetary)

Indirect Indirect (wages

(benefits) & salary)

Basic Pay
Legislated benefits
(annual/sick leave,
employment benefits) Performance-
related pay
Employer provided
benefits(flexible working
hours, healthcare share plan, Cost of living
childcare) adjustments