Chapter 14

Leading: Leadership
Principles in an
Organisation

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1. To explain leadership and differentiate
between a manager and a leader base
on characteristics.
2. To identify and discuss the five sources
of power and nine tactics to influence
others in an organization.
3. To discuss the five approaches to
leadership.

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The ability to influence employees
to voluntarily pursue
organizational goals.

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Managers & Leaders:
NOT always the Same

Being A Manager:
Coping With
Complexity

Being A Leader:
Coping With
Change
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 Managers versus Leaders
Managers Leaders
• What needs to be done—  What needs to be done
planning and budgeting — setting a direction
• Creating arrangements of (vision)
people to accomplish an  Creating arrangements
agenda — organizing and of people to accomplish
staffing an agenda — aligning
people (communicate
• Ensuring people do their
new directions)
jobs — controlling and  Ensuring people do their
problem solving (monitor jobs — motivating and
results vs plan) inspiring

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 Five Sources of Power
 To understand Leadership, we need to
understand the concept of power and
authority.

Power: is the extent

Authority: is the
to which a person is
right to perform able to influence
command (comes others so they
with the job) respond to orders.

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 Five Sources of Power
 Within the organizations there are
typically Five (5) sources of power
leaders may draw on:
 legitimate
 reward
 coercive
 expert
 referent

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 Five Sources of Power

All managers have;

LEGITIMATE results from managers’
POWER formal positions within
the organization

All managers have;

REWARD POWER results from managers’
authority to reward
their subordinates

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 Five Sources of Power
All managers have; results
COERCIVE from the manager’s
POWER authority to punish/
threaten their subordinates

Power resulting from one’s

EXPERT POWER specialized information or
expertise

REFERENT Power derived from one’s

POWER personal attraction
*because a person is a good person, we
listen to them 9
10
 LEADERSHIP & INFLUENCE:
USING PERSUASION TO GET YOUR
WAY AT WORK

The ability to get others to

follow your wishes is influence.
“How do you get your
boss, co-worker, or
subordinate to do
something you want?”

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 9 Tactics To Influence Others
1. Rational Persuasion: Trying to convince someone using reason,
logic or facts. “You know, all the companies use this approach”

2. Inspirational appeals: Trying to build enthusiasm or confidence by

appealing to other’s emotions, ideals or values. “If we do this as a
goodwill gesture, customer will love us.”

3. Consultation: Getting others to participate in a decision or

change. “ Wonder if I could get your thoughts about this matter.”

4. Ingratiating tactic: Acting humbly or friendly or making someone feel

good or feel important before making a request. “ I hate to take your
time, but you the only one can help me.”

5. Personal appeals: Referring to friendship and loyalty when

making a request. We’ve known each other a long time, and I’m
sure I can count on you.”
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 9 Tactics To Influence Others
6. Exchange
Exchange tactics:
tactics: reminding
reminding someone
someone of of past
past favours
favours or or
offerings to trade favours. “Since I backed you last month,
maybe you could help me this time around”

7. Coalition tactic: Getting others to support your efforts to

persuade someone. “Everyone thinks is a great idea.”

8. Pressure tactics: Using demands, threats or intimidation to

gain compliance. “If this doesn’t happen, you’d better think
about leaving.”

9. Legitimating tactics: Basing a request on one’s authority

or right, organizational rules and policies, or express or
implied support from superiors. “It has been approved by
top managers.”
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9 Tactics To Influence Others

 The first 5 tactics are considered

“soft” tactics because they are
considered friendlier than the last
four.

 The last 4 tactics are considered

“hard” or pressure tactics.

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 FIVE Approaches to
Leadership
Do you think you have what it takes to
be a leader?
To answer this, you need to
understand what factors produce
people of leadership character.
There are five principal approaches
or perspectives on leadership.

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FIVE Approaches to Leadership

TRAIT BEHAVIOURAL

CONTINGENCY

CONTEMPORAR
Y
FULL-RANGE (5 additional
perspectives)

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 (1)
CONTEMPORARY
APPROACHES

 Leader-member exchange model of

leadership
 Shared leadership
 Greenleaf’s servant leadership
 E-leadership
 Loyalty
 Collin’s Level 5 Leadership
(Further reading – Refer to Chapter 14 Kinicki
& Williams 2011)

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 (2)
TRAIT
APPROACH

DO LEADERS HAVE DISTINCTIVE

PERSONALITY TRAITS/
CHARACTERISTICS?
Trait Approach to Leadership attempt to
identify distinctive characteristics that
account for the effectiveness of leaders.
Traitscan be acquired through experience
and learning
Important when selecting and choosing
candidates for leadership positions

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 TRAIT Traits of a credible leader
Approach
Three traits perspectives: Kouzes &
Posner, Brossidy & Goleman
Leaders should be:
1) Honest (ethical leaders)
2) Competent
3) Forward looking
4) Inspiring
5) Intelligent
6) Ability to execute
7) Multiple experiences
8) Team Orientation
9) etc
 (3)
BEHAVIOURAL
APPROACHES

Attempts to
determine the
distinctive styles
used by effective
leaders.
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 DO LEADERS SHOW
BEHAVIOURAL
APPROACHES DISTINCTIVE PATTERNS OF
BEHAVIOR?

Researchers at the University of

Michigan and the Ohio State University
have studied behavioral leadership
approaches to try to determine the
distinctive styles used by effective
leaders.

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 BEHAVIOURAL (i) University of Michigan
APPROACHES
Leadership Model

 Job-centered  Employee Centered

Behavior: managers Behavior: managers
pay more attention to pay more attention
the job and work to employee
procedures (concerned satisfaction and
with the needs of the making work groups
job like achieving cohesive (concerned
production efficiency, with the needs of
keeping costs down & employees)
etc.)
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BEHAVIOURAL (ii) Ohio State University
APPROACHES
Leadership Model

 Initiating Structure: leadership behavior

that organizes and defines what group
members should be doing

 Consideration: leadership behavior that

expresses concern for employees by
establishing a warm, friendly, and
supportive climate

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BEHAVIOURAL Conclusion from both
APPROACHES
University Studies

To be an EFFECTIVE leader:

Leaders must strive to be BOTH Job and Employee

Centered

Tend to have supportive or employee-centered

relationship

Use groups rather than individual methods of

supervision

Set high performance goals

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 (4)
CONTINGENCY
APPROACHES

Effective leadership behavior

depends on the situation at hand.

Different styles for different

situations.

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CONTINGENCY
APPROACHES (ii) Situational
Leadership
 Situational Leadership Theory leadership
behavior reflects how leaders should adjust
their leadership style according to the
readiness of the followers.

 Readiness the extent to which a follower

possesses the ability and willingness to
complete a task.

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CONTINGENCY
APPROACHES Situational Leadership

 Relationship Behavior
(supportive) is the extent to which
leaders maintain personal
relationships with their followers.

Task Behavior (directive) is the

extent to which leaders organize and
explain the role of their followers.

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 Followers with high readiness (with high
ability, skills, and willingness to work)
require a different leadership style than
those with low readiness (low ability, skills,
training and willingness/unwilling)
 The appropriate leadership style is found by
cross-referencing follower readiness (low-
high) with one of 4 leadership styles.

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CONTINGENCY Hersey & Blanchard’s
APPROACHES
Situational Leadership Model
Stage 2
Stage 1 SELLING
TELLING Explain decisions
Provide specific and provide
instructions and closely opportunity for
supervise performance clarification
Stage 3 Stage 4
PARTICIPATING DELEGATING
Share ideas and Turn over
facilitate in responsibility for
decision decisions and
making implementation

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 (5)
FULL-RANGE
APPROACH

Uses TRANSACTIONAL &

TRANSFORMATIONAL Leadership
(Bernard Bass and Bruce Avolio
proposed the full-range
leadership model)

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 FULL-RANGE
APPROACH

 Transactional and transformational leadership

behaviors, however, are both positive aspects of
being a good leader.
Example: Jim McNerney, chairman and CEO of 3M is
able to be both a transactional and
transformational leader. “Some people think you
either have a demanding, command-and-control
management style or you have a nurturing,
encouraging style. I believe you can’t have one
without the other.” he says.
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 FULL-RANGE
APPROACH

Full range leadership: suggests that leadership behavior

varies along a full range of leadership styles, from laissez-
faire (take-no responsibility) leadership, through
transactional leadership, to transformational leadership.

1. Transactional leadership: focusing on clarifying

employees’ roles and task requirements and providing
rewards and punishments contingent or depending on
performance.
2. Transformational leadership: transforms employees to
pursue organizational goals over self-interests.
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 FULL-
RANGE
4 Key Behaviors of
APPROACH
Transformational Leaders
- “Let me share a vision that
INSPIRATIONAL transcends us all’
- Attracts commitment, energizes
MOTIVATION
workers, creates meaning in their
(charisma)
lives

- “We are here to do the right

IDEALIZED thing”
INFLUENCE - Inspire trust and display high
(ethical) ethical standards.

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 FULL-
RANGE
4 Key Behaviors of
APPROACH
Transformational Leaders

INDIVIDUALIZED - “You have the opportunity to

grow & excel”
CONSIDERATION
- Empowerment, one-on-one
(encouraging)
mentoring, more responsibility.

INTELLECTUAL - “Let me describe the Great

STIMULATION challenges We can conquer
together”
(able to - Develops a sense of purpose.
communicate) - Question the status quo and seek
creative solutions.
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 In Conclusion

The best leaders have both

transactional and
transformational qualities

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Power that results from managers’
authority to punish their subordinates is
__________.

A) legitimate power
B) reward power
C) referent power
D) coercive power

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A secretary’s knowledge of contacts
and other information pertinent to
the business is an example of which
type of power?

A) legitimate power
B) reward power
C) referent power
D) expert power

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A manager who tries to influence others by
using logic, reason, and facts is using

A) ingratiating tactics
B) coalition tactics
C) rational persuasion

D) consultation

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Which of the following is not a soft tactic?

A) ingratiating tactics
B) coalition tactics
C) rational persuasion
D) consultation

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Chapter 14
Kinicki, A., & Soignet, D. B.
(2021). Management: A
practical introduction (10th
ed.). New York: McGraw-Hill.