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26 Cards in this Set
- Front
- Back
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Define power |
The capacity to produce effects on others (House); Potential to influence others |
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Two Types of Power |
Positional: Derived from a given position
Personal: Derived for the individual characteristics of the leader |
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Seven Power Bases |
Coercive Power: The potential to influence others through the administration of native sanctions (Mom and Dad)
Reward Power: The potential to influence others due to ones control over desired resources
Legitimate Power: One's formal or official authority you have due to your rank or positions in the organization
Referent Power: The influence one has due to the strength of the relationship between the leader and the followers
Expert Power: The power of knowledge
Information Power: One's ability to influence the behavior of someone else based on information they possess or have access to
Connection Power: One's ability to influence the behavior of another person based on their connections with important people |
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Which power bases belong to each of the types of power? |
Positional Power: Coercive, Reward, Legitimate
Personal Power: Referent, Expert, Information, Connection |
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Three outcomes of Power |
Commitment: Enthusiastic support, Legitimate Power, Referent Power, Expert Power
Compliance: Going along with, legitimate power, reward power
Resistance: Working against an idea, coercive power |
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What should leaders remember when dealing with power? |
- Share reasons and rationale - Have patience and stay committed in spite of short-term obstacles - Refrain from harsh, hard, and forceful traits - Maintain your "teachabilty" - Withhold judgements - Get to know others - Intervene before it is too late - Have consistency - Maintain integrity |
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Define authority |
Inherent rights of a position in which the person can give orders and expect others to follow those orders |
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Impacts of misusing authority |
Can seriously disturb interpersonal relations
Can erode group relationships and productivity |
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12 Abuses of Authority |
- Sets Up Barriers - Uses People as Tools - Does Not Check Self (can do no wrong) - Sticks to His/Her Own Level (Sorority Girls) - Uses Special Language - Eliminates Opposition - Shows Pseudohumility (bipolar) - Stresses Rules and Conformities - Dichotomizes (no middle ground) - Enjoys No Real Relationships with Subordinates (craves "Yes" people) - Gets Tough When Anxious - Is Anti-Introspective (does not confront emotional side)
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Basis of LMX |
Relationship between leaders and their followers |
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In Group Leaders and Followers |
In Group leader provides attention, responds to needs and feelings, assign high priority tasks, rewards efforts of the in-group
In Group followers are willing to do more, create innovative approaches, get more responsibility, receive more opportunity, get time/support from leader |
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Out Group Leaders and Followers |
Out Group Leader provides standard benefits for completing of formal requirements, does not entirely trust the out-group members, they are less likely to consult
Out Group Followers operate strict to prescribed roles, do only what is required, get fair treatment but no special attention, get standard benefits |
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Define Leadership Making |
Developing a high quality relationship with ALL subordinates, make every subordinate feel part of the in-group (avoids negative implication of being in an out-group)
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Three phases in leadership making |
Stranger Phase: Rule bound, contractual relationship, lower quality exchanges, motives of subordinate directed towards self-interest
Acquaintance Phase: Sharing more resources, testing period for subordinate, take on more roles and responsibilities, new ways of relating
Mature Partnership Phase: High degree of mutual respect and trust, can depend on each other, move beyond own self-interest
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How can leaders apply LMX? |
- Not focus on differences of in and out groups - create special relationships with all followers (like in groups) - offer all opportunites for new roles and responsibilities - Nurture high quality exchanges with all followers - Build trust with everyone |
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Basic Premise of Transactional Leadership |
Exchanging what I have for something that I need |
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Basic Premise of Transformational Leadership |
Spiritualizes the vision, people work together for the cause, transforms people from "what is in it for me" to "what can I do to make this happen" |
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Basic Premise of Pseudotransformational Leadership |
Refers to leaders who are transforming, but in a negative way, self-consumed, exploitive, power-oriented, warped moral values (Adolf Hitler) |
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2 Factors of Transactional Leadership |
Contingent Reward: Effort by followers are exchanged for specific rewards
Management by Exception (Passive and Active): Active watches closely for mistakes and Passive intervenes only if standards haven't been met |
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The Factors of Transformational Leadership |
Idealized influence Inspirational Motivation Intellectual stimulation Individualized Consideration
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Idealized Influence |
- Strong role model - high standards of ethical conduct - high degree - Excellent vision for the future |
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Inspirational Motivation |
- High Expectations - Encourages "followers" to be part of the vision - Great communicator |
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Intellectual Stimulation |
- Challenge system - Encourage creativity - "Followers" thin on own to solve problems - Support innovations |
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Individualized Consideration |
- Listen to "followers" - Coach and advise - Delegate for "follower" growth |
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The non-leadership Factor |
Laissez-Faire: Represent the absence of leadership, "Hands off, let-things-ride" approach, no exchange with followers or attempt to help them grow |
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Full Range of Leadership Model |
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