Week 10

Leadership & Power

Kotter’s Manager vs Leaders
 Leadership Theories

1. Trait Approaches
2. Behavioral Approaches
3. Contingency Approaches ( Situational Leadership)
4. Transformational and Transactional Leadership
5. Shared & Servant Leadership
 Trait Approach

 Desired traits
 Competence (e.g. knowledge of industry, cognitive intelligence,
relevant experience)
 Character (e.g. honesty, integrity, inspiring)
 Extroversion, openness, and conscientiousness were all
important to leadership effectiveness
 Personality was more important than intelligence for
leadership effectiveness

 Limitations
a. Implies a universal approach
b. Some traits are subjective
c. Traits may indicate leadership potential but not actual leadership
Behavioral Approach
The Leadership Grid
Situational Approach
Situational Leadership Model
Four Stages of Competency
The Leadership Continuum Model
Path Goal Theory
Vroom’s Decision Tree Approach
 Leadership Styles

Approaches to Leadership

Transformational Charismatic Attributions of

Leadership Leadership Leadership
 Power in Organizations

 The Nature of Power

– Power is the potential ability of a person or group to exercise

control over another person/group
 Types (or Bases) of Power
1. Legitimate power
2. Reward power
3. Coercive power
4. Expert power
5. Informational power
6. Referent power
7. Persuasive power
Influence Tactics
 Organizational Politics

 Social influence attempts directed at those who can provide

rewards that will help promote or protect the self-interests
of the actor
 The Pervasiveness of Political Behavior
– Fact of life in work organizations
– Employees negatively affected by politics tend to perceive
politics as a bad influence
– Employees whose interests are advanced by politics tend to
view politics as a useful tool
– Most likely to occur in ambiguous, uncertain environments
– Constructive politics are unnoticeable