Chapter

Seventeen
Managing Leadership
and Influence
Processes
Slide content created by Charlie Cook, The University of West Alabama
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 Learning Objectives
After studying this chapter, you should be able to:
1. Describe the nature of leadership and relate leadership to
management.
2. Discuss and evaluate the two generic approaches to
leadership.
3. Identify and describe the major situational approaches to
leadership.
4. Identify and describe three related approaches to leadership.
5. Describe three emerging approaches to leadership.
6. Discuss political behavior in organizations and how it can be
managed.

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 The Nature of Leadership
• The Meaning of Leadership
– Process: what leaders actually do.
• Using noncoercive influence to shape the group’s or
organization’s goals.
• Motivating others’ behavior toward goals.
• Helping to define organizational culture.
– Property: who leaders are.
• Characteristics attributed to individuals perceived to be leaders.
– Leaders
• People who can influence the behaviors of others without
having to rely on force.
• People who are accepted as leaders by others.

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 Table 17.1: Kotter’s Distinctions
Between Management and
Leadership

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 The Nature of Leadership
(cont’d)
• Power and Leadership
– Power is the ability to affect the behavior of others.
• Legitimate power is granted through the organizational
hierarchy.
• Reward power is the power to give or withhold rewards.
• Coercive power is the capability to force compliance by
means of psychological, emotional, or physical threat.
• Referent power is the personal power that accrues to
someone based on identification, imitation, loyalty, or
charisma.
• Expert power is derived from the possession of information
or expertise.

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 The Nature of Leadership
(cont’d)
• Using Power
– Legitimate request
• A subordinate’s compliance with a manager’s request
because the organization has given the manager the
right to make the request.
– Instrumental compliance
• A subordinate complies with a manager’s request to get
the rewards that the manager controls.
– Coercion
• Threatening to fire, punish, or reprimand subordinates if
they do not do something.

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 The Nature of Leadership
(cont’d)
• Using Power (cont’d)
– Rational persuasion
• Convincing subordinates that compliance is in their own best
interest.
– Personal identification
• Using the superior’s referent power over a subordinate to shape
his behavior.
– Inspirational appeal
• Influencing a subordinate’s behavior through an appeal to a set
of higher ideals or values (e.g., loyalty).
– Information distortion
• Withholding or distorting information (which may create an
unethical situation) to influence subordinates’ behavior.

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 Generic Approaches to
Leadership
• Leadership Traits Approach
– Assumed that a basic set of personal traits that
differentiated leaders from nonleaders could be
used to identify leaders and as a tool for predicting
who would become leaders.
– The trait approach was unsuccessful in
establishing empirical relationships between traits
and persons regarded as leaders.

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 Leadership Behaviors
• Michigan Studies (Rensis Likert)
– Identified two forms of leader behavior
• Job-centered behavior
• Employee-centered behavior
• The two forms of leader behaviors were
considered to be at opposite ends of the same
continuum and similar to (respectively) Likert’s
System 1 and System 4 of organizational
design.

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 Leadership Behaviors (cont’d)
• Ohio State Studies
– Did not interpret leader behavior as being
one-dimensional as did the Michigan State
studies.
– Identified two basic leadership styles that
can be exhibited simultaneously:
• Initiating-structure behavior
• Consideration behavior

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 Leadership Behaviors (cont’d)
• Ohio State Studies (cont’d)
– Initial assumption of the research was that leaders who
exhibit high levels of both behaviors would be most
effective leaders.
– Subsequent research indicated that:
• Employees of supervisors ranked high on initiating structure
were high performers, but had low levels of satisfaction and
had higher absenteeism.
• Employees of supervisors ranked high on consideration had
low- performance ratings, but had high levels of satisfaction
and had less absenteeism.
• Other situational variables make consistent leader behavior
predictions difficult.

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 Figure 17.1: The
Leadership Grid

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 Situational Approaches to
Leadership
• Situational Models of Leader Behavior
– Assume that:
• Appropriate leader behavior varies from one situation to
another.
• Key situational factors that are interacting to determine
appropriate leader behavior can be identified.
• Leadership Continuum (Tannenbaum and
Schmidt)
– Variables influencing the decision-making continuum:
• Leader’s characteristics
• Subordinates’ characteristics
• Situational characteristics

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 Figure 17.2: Tannenbaum and
Schmidt’s Leadership Continuum

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 Situational Approaches to
Leadership (cont’d)
• LPC Theory (Fiedler)
– The appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).
• Least preferred coworker (LPC)
– The measuring scale that asks leaders to describe the person with
whom they are least able to work well.
– High LPC scale scores indicate a relationship orientation; low LPC
scores indicate a task orientation on the part of the leader.
– Contingency variables determining situational
favorableness:
• Leader-member relations
• Task structure
• Position Power

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 Figure 17.3: The Least-Preferred
Coworker Theory of Leadership

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 Situational Approaches to
Leadership (cont’d)
• Path-Goal Theory (Evans and House)
– The primary functions of a leader are:
• To make valued or desired rewards available in the workplace
• To clarify for the subordinate the kinds of behavior that will
lead to goal accomplishment or rewards
– Leader Behaviors:
• Directive leader behavior
• Supportive leader behavior
• Participative leader behavior
• Achievement-oriented leader behavior

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 Figure 17.4: The Path-Goal
Framework

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 Situational Approaches to
Leadership (cont’d)
• Vroom Decision Tree Approach
– Attempts to prescribe a leadership style appropriate to a
given situation.
– Basic Premises:
• Subordinate participation in decision making depends on the
characteristics of the situation.
• No one decision-making process is best for all situations.
• After evaluating problem attributes, a leader can choose a path
on the decision trees that determines the decision style and
specifies the amount of employee participation.
– Decision significance
– Decision Timeliness

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 Situational Approaches to
Leadership (cont’d)
• Vroom Decision Tree Approach (cont’d)
– Decision-Making Styles
• Decide
• Consult (individually)
• Consult (group)
• Facilitate
• Delegate

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 Figure 17.5: Vroom’s Time-
driven Decision Tree

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 Figure 17.6: Vroom’s
Development-driven Decision Tree

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 Situational Approaches to
Leadership (cont’d)
• The Leader-Member Exchange (LMX)
Approach
– Stresses the importance of variable
relationships between supervisors and
each of their subordinates.
– Vertical dyads
• Leaders form unique independent relationships
with each subordinate (dyads) in which the
subordinate becomes a member of the leader’s
out-group or in-group.

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 Related Approaches to
Leadership (cont’d)
• Charismatic Leadership (House)
– Charisma, an interpersonal attraction that inspires
support and acceptance, is an individual
characteristic of a leader.
– Charismatic persons are more successful than
non-charismatic persons.
– Charismatic leaders are:
• Self-confident
• Have a firm conviction in their belief and ideals
• Possess a strong need to influence people

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 Related Approaches to
Leadership (cont’d)
• Charismatic Leadership (cont’d)
– Charismatic leaders in organizations
must be able to:
• envision the future, set high
expectations, and model behaviors
consistent with expectations.
• energize others through a
demonstration of excitement, personal
confidence, and patterns of success.
• enable others by supporting them, by
empathizing with them, and by
expressing confidence in them.

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 Related Approaches to
Leadership (cont’d)
• Transformational Leadership
– Leadership that goes beyond ordinary expectations,
by transmitting a sense of mission, stimulating
learning, and inspiring new ways of thinking.
– Seven keys to successful leadership
• Trusting in one’s subordinates
• Developing a vision
• Keeping cool
• Encouraging risk
• Being an expert
• Inviting dissent
• Simplifying things

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 Political Behavior in
Organizations
• Political Behavior
– The activities carried out for the specific purpose
of acquiring, developing, and using power and
other resources to obtain one’s preferred
outcomes.
– Common Political Behaviors
• Inducement
• Persuasion
• Creation of an obligation
• Coercion
• Impression management

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 Political Behavior in
Organizations (cont’d)
• Managing Political Behavior
– Be aware that even if actions are not politically motivated,
others may assume that they are.
– Reduce the likelihood of subordinates engaging in political
behavior by providing them with autonomy, responsibility,
challenge, and feedback.
– Avoid using power to avoid charges of political motivation.
– Get disagreements and conflicts out in the open so that
subordinates have less opportunity to engage in political
behavior.
– Avoid covert behaviors that give the impression of political
intent even if none exists.

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 Key Terms
• leadership • concern for people
• leaders • least-preferred coworker (LPC)
• power measure
• legitimate power • path-goal theory
• reward power • Vroom’s decision tree approach
• coercive power • Leader-member exchange (LMX)
• referent power model
• expert power • Substitutes for leadership
• job-centered leader behavior • charismatic leadership
• employee-centered leader • charisma
behavior • transformational leadership
• initiating-structure behavior • strategic leadership
• consideration behavior • political behavior
• concern for production • impression management

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