Chapter 10

Leadership I:
Basic Concepts
and Processes

PowerPoint slides by
R. Dennis Middlemist
Colorado State University
 What is Leadership?
 Organizational leadership
 Social influence process
 Attempts to influence other people
in attaining some goal
 Positions labeled as
management or supervision
have more opportunities to exercise
influence
2 ©2005 Prentice Hall
 Leadership and Power
 Power
 The capacity or ability to influence
 Greater power leads to greater capacity
to influence
 Can be used to overcome resistance
 Abuse of power can lead to undesirable or
negative consequences
 Skillful use of power may produce positive
outcomes

3 ©2005 Prentice Hall

 Types and Sources of Power
 Position power
 Based on a manager's rank in an organizational
structure
 Given to the manager by superiors
 Personal power
 Based on a person's individual characteristics
 Stay with the individual regardless of his or her
position in the organizational structure

4 ©2005 Prentice Hall

 Types of Power
Position Powers
Legitimate—How much
authority does the organization
give to your position?
Personal Powers
Expert—Do you have
knowledge that others need?

Referent—Do others respect

Reward—Are you able to give
you and want to be like you?
others the rewards they want?

Coercive—Are you able to

punish others or withhold
rewards?

5 ©2005 Prentice Hall Adapted from Exhibit 10.1: Types of Power

 Four Key Issues in Using
Power

How much power

should be used?

Should power Which types of power

be shared? should be used?

How can power

be put to use?

6 ©2005 Prentice Hall Adapted from Exhibit 10.2: Four Key Issues in Using Power
 Types of Influence Tactics
Rational Persuasion: The agent uses logical arguments
and factual evidence to show a proposal or request is
feasible and relevant for attaining important task
objectives.
Apprising: The agent explains how carrying out a
request or supporting a proposal will benefit the target
personally or help advance the target person’s career.
Inspirational Appeals: The agent makes an appeal to
values and ideals or seeks to arouse the target person’s
emotions to gain commitment for a request or proposal.

7 ©2005 Prentice Hall Adapted from Exhibit 10.3: Types of Influence Tactics
 Types of Influence Tactics
Consultation: The agent encourages the target to
suggest improvements in a proposal or to help plan an
activity or change for which the target person’s support
and assistance are desired.
Exchange: The agent offers an incentive, suggests an
exchange of favors, or indicates willingness to reciprocate
at a later time if the target will do what the agent requests.
Collaboration: The agent offers to provide relevant
resources and assistance if the target will carry out a
request or approve a proposed change.

8 ©2005 Prentice Hall Adapted from Exhibit 10.3: Types of Influence Tactics
 Types of Influence Tactics
Personal Appeals: The agent asks the target to carry out
a request or support a proposal out of friendship, or asks
for a personal favor before saying what it is.
Ingratiation: The agent uses praise and flattery before or
during an influence attempt or expresses confidence in
the target’s ability to carry out a difficult request.
Legitimating Tactics: The agent seeks to establish the
legitimacy of a request or to verify authority to make it by
referring to rules, formal policies, or official documents.

9 ©2005 Prentice Hall Adapted from Exhibit 10.3: Types of Influence Tactics
 Types of Influence Tactics
Pressure: The agent uses demands, threats,
frequent checking, or persistent reminders to
influence the target person.
Coalition Tactics: The agent seeks the aid of
others to persuade the target to do something or
uses the support of others as a reason for the
target to agree.

Source: G. Yukl, Leadership in Organizations (Upper Saddle River, NJ: Prentice Hall, 2002), p. 160.

10 ©2005 Prentice Hall Adapted from Exhibit 10.3: Types of Influence Tactics
 Should Power be Shared?
 Empowerment in organizations
 Those higher in the formal structure provide
more power—especially decision making—
to those lower in the structure
 Delegating formal authority to make specific
decisions
 Training to develop expertise and self confidence
 Providing resources and access to information
 Avoiding sudden withdrawal of shared power

11 ©2005 Prentice Hall

 Locus of Leadership
Three Leadership
Leader
Variables
The leader
The situation
The followers Locus
Locus of Leadership Of
Leadership
Where the three
variables intersect Followers Situation

12 ©2005 Prentice Hall Adapted from Exhibit 10.4: Locus of Leadership: Intersection of the Basic Components of the Leadership Process
 Three Leadership Variables
1. The Leader
 Leaders’ traits
 Drive
 Motivation to lead
 Honesty/Integrity
 Self-confidence
 Emotional maturity

13 ©2005 Prentice Hall

 Leaders’ Traits
Emotional maturity
Drive
Even tempered, calm under
Achievement, ambition,
stress, unself-centered,
energy, tenacity, initiative
nondefensive

Motivation to Lead
Honesty and Integrity
Desire to influence
others, comfortable Leader Trustworthy, open,
forthright
using power

Self-confidence
Set high goals for self and others, optimistic about overcoming obstacles
(if taken to extreme, can lead to arrogance and sense of infallibility)

14 ©2005 Prentice Hall Adapted from Exhibit 10.5: Leaders’ Traits

 Three Leadership Variables
1. The Leader
 Leaders’ skills and competencies
 Technical
 Interpersonal
 Conceptual
 Emotional intelligence
 Social intelligence
 Leaders’ behaviors

15 ©2005 Prentice Hall

 Components of Emotional
and Social Intelligence

 Emotional  Social
Intelligence Intelligence
 Self-Awareness  Social Perceptiveness
 Self-Regulation  Behavioral Flexibility
 Empathy  “Savvy”
 Social Skill

16 ©2005 Prentice Hall Adapted from Exhibit 10.6: Components of Emotional and Social Intelligence
 Leaders’ Behaviors
Task Behaviors
(Initiating Structure)
Specifies roles and’ tasks
Schedules work
Sets performance standards
Develops procedures
17 ©2005 Prentice Hall
People Behaviors
(Consideration)
Is friendly
Is supportive
Shows trust and confidence in
subordinates
Shows concern for
subordinates’ welfare
Gives recognition to
subordinates for their
accomplishments
Adapted from Exhibit 10.7: Leaders’ Behaviors
 Three Leadership Variables
2. The Followers
 Followers’ characteristics
 Personality traits
 Past experiences
 Beliefs and attitudes
 Skills and abilities
 Followers’ behavior
 Leader-follower relationship

18 ©2005 Prentice Hall

 Leader-Member Relationships
Relationship Relationship stage
characteristics Stranger acquaintance Maturity
Relationship- Role-finding Role-making Role
building phase implementation
Quality of leader-
member exchange Low Medium High
Amounts of
reciprocal None Limited Almost unlimited
influence
Focus of interest Self Team

Time

19 ©2005 Prentice Hall Adapted from Exhibit 10.8: Development of leader-Member Relationships over Time
 Three Leadership Variables
3. The Situation
 Tasks to be performed
 Task structure
 Level of worker discretion
 Organizational context
 Fundamental culture of the
organization
 Organizational structure
 Human resource policies
 Pattern of organizational controls

20 ©2005 Prentice Hall