Research Paper
Research Paper
Chapter 14 of your textbook is on the topics of Power, Influence, and Leadership. You will have to demonstrate your knowledge of the course concepts on the above-mentioned topics through your work on the final project.
Leader: Paul Polman
For the final project, please select a person who you consider a “great leader” from the world of business or government/politics (past or present) to conduct your research on. (No fictional characters, professional athletes, movie stars, or cartoon characters).
Research Paper (5 pages):
Provide a brief biography of the person, and their accomplishments.
Identify their leadership style and practices using terms and concepts from the course and from your research.
Identify their personal attributes as they may have applied to their success as a leader. Provide examples from your research.
Discuss why you chose to research them, and what you admire about that person.
Identify what attributes and/or practices of your selected leader that you plan to emulate/take with you into your leadership style.
Your paper should include:
- A short biography of your leader and their accomplishments.
- Introduction of the leader.
- Identification of their style of leadership.
- Explanation of why you chose that person.
- The most important things for us to take-away from your research.
This assignment will be graded on:
- The demonstration of knowledge of assigned content.
- Ability to follow assignment directions.
- Professional Communication Skills (written paper in APA format).
Power, Influence, & Leadership From Becoming a Manager to Becoming a Leader
Chapter 14
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Major Questions You Should Be Able to Answer
14.1 I don’t want to be just a manager; I want to be a leader. What’s the difference between the two?
14.2 What does it take to be a successful leader?
14.3 Do effective leaders behave in similar ways?
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14-2
Major Questions You Should Be Able to Answer
14.4 How might effective leadership vary according to the situation on hand?
14.5 What does it take to truly inspire people to perform beyond their normal levels?
14.6 If there are many ways to be a leader, which one would describe me best?
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14-3
The Nature of Leadership
Leadership
the ability to influence employees to voluntarily pursue organizational gains
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14-4
Characteristics of Being a Manager & a Leader
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14-5
Table 14.1
Being a Manager: Coping with Complexity
Determining what needs to be done – planning and budgeting
Creating arrangements of people to accomplish an agenda – organizing and staffing
Ensuring people do their jobs – controlling and problem solving
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14-6
Being a Leader: Coping with Change
Determining what needs to be done – setting a direction
Creating arrangements of people to accomplish an agenda – aligning people
Ensuring people do their jobs – motivating and inspiring
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14-7
Five Sources of Power
Legitimate power
results from managers’ formal positions within the organization
Reward power
results from managers’ authority to reward their subordinates
Coercive power
results from managers’ authority to punish their subordinates
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14-8
Five Sources of Power (cont.)
Expert power
results from one’s specialized information or expertise
Referent power
derived from one’s personal attraction
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14-9
Question
Alex compliments his co-worker Joe on the great job he did on the weekly report, and also informs their mutual boss. Alex is using ______ power.
Legitimate
Referent
Reward
Punishment
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14-10
The correct answer is “C” – reward power.
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Lecture Script 6-10
Tactics for Influencing Others
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14-11
The ability to get others to follow your wishes is influence
There are nine ways to try to influence others:
-rational persuasion – convincing someone by using logic, reason, or facts
-inspirational appeals – building enthusiasm or confidence by appeals to emotions, ideals, or values
-consultation – getting others to participate in a decision or change
ingratiating tactics – acting humble or friendly before making a request
-personal appeals – referring to friendship and loyalty when making a request
-exchange tactics – reminding someone of past favors or offering to make a trade
-coalition tactics – getting others to support your effort
-pressure tactics – using demands, threats, or intimidation
-legitimating tactics – basing a request on implied support from superiors, or on rules or policies
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Lecture Script 6-11
Rational persuasion
Inspirational appeals
Consultation
Ingratiating tactics
Personal appeals
Exchange tactics
Coalition tactics
Pressure tactics
Legitimating tactics
Five Approaches to Leadership
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14-12
Table 14.2
Do Leaders Have Distinctive Personality Characteristics?
Trait approaches to leadership
attempt to identify distinctive characteristics that account for the effectiveness of leaders
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14-13
“Dark Side” Traits
Narcissism
having “a self-centered perspective, feelings of superiority, and a drive for personal power and glory
Machiavellianism
displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles
Psychopathy
characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others
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14-14
Do Women Have Traits that Make Them Better Leaders?
Studies show that women executives score higher than their male counterparts on a variety of measures – from producing high quality work to goal-setting to mentoring employees
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14-15
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Lecture Script 6-15
The Lack of Women at the Top
Unwillingness to compete or sacrifice
Modesty
Lack of mentor
Starting out lower, and more likely to quit
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14-16
Behavioral Approaches
Behavioral leadership
approaches attempt to determine the distinctive styles used by effective leaders
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14-17
Task-Oriented Leader Behaviors
Task-oriented leadership behaviors
to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization
planning, clarifying, monitoring, and problem solving
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14-18
Initiating-Structure Leadership
Initiating-structure leadership
leader behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output
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14-19
Transactional Leadership
Transactional leadership
focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance.
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14-20
Relationship-Oriented Leader Behavior
Relationship-oriented leadership
primarily concerned with the leader’s interactions with his or her people
Consideration
Empowering leadership
Servant-leadership
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14-21
Relationship-Oriented Leader Behavior
Consideration
leader behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust
Empowering leadership
represents the extent to which a leader creates perceptions of psychological empowerment in others.
Psychological empowerment
employees’ belief that they have control over their work
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22
Psychological empowerment
Leading for meaningfulness: inspiring and modeling desirable behaviors
Leading for self-determination: delegating meaningful tasks
Leading for competence: supporting and coaching employees
Leading for progress: monitoring and rewarding employees
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14-23
Relationship-Oriented Leader Behavior
Participative management (PM)
the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization
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14-24
Servant Leadership
Servant leadership
focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.
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14-25
Ten Characteristics of the Servant Leader
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14-26
Table 14.4
Example: Servant Leadership: Leaders Who Work for the Led
Starbucks CEO Howard Schultz is cited as being one of the foremost practitioners of servant-style leadership.
Schultz has made sure his employees have health insurance and work in a positive environment, and as a result Starbucks has a strong brand following
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14-27
Passive Leadership
Passive leadership
form of leadership behavior characterized by a lack of leadership skills
Laissez-faire leadership
a form of “leadership” characterized by a general failure to take responsibility for leading
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14-28
Some Practical Implications of the Behavioral Approaches
A leader’s behavior is more important than his or her traits.
There is no one best style of leadership
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14-29
The Contingency Leadership Model
Contingency leadership model
determines if a leader’s style is task oriented or relationship-oriented and if that style is effective for the situation at hand
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14-30
Dimensions of Situational Control
Leader-member relations
reflects the extent to which the leader has the support, loyalty, and trust of the work group
Task structure
extent to which tasks are routine and easily understood
Position power
refers to how much power a leader has to make work assignments and reward and punish
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14-31
Question
Rayford is head of a task force consisting of his peers from other departments in the organization. Rayford has:
High leader-member relations
High task structure
High position power
Low position power
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14-32
The correct answer is “D”.
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Lecture Script 6-32
Representation of Fiedler’s Contingency Model
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14-33
Figure 14.1
The Path-Goal Leadership Model
Path-Goal Leadership Model
holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support
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14-34
House’s Revised Path-Goal Theory
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14-35
Figure 14.2
Leadership Styles of the Revised Path-Goal Theory
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14-36
Table 14.5
Does the Revised Path – Goal Theory Work?
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14-37
Use more than one leadership style
Help employees achieve their goals
Modify leadership style to fit employee and task characteristics
Full-Range Model
Transformational leadership
transforms employees to pursue organizational goals over self-interests
influenced by individual characteristics and organizational culture
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14-38
Question
Jim, a manager, uses rewards and discipline to motivate subordinates, but does this as a way of helping them reach their full potential. This is called:
Contingent leadership
Transformational leadership
Developmental consideration
Democratic leadership
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14-39
The correct answer is “B”
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Lecture Script 6-39
Key Behaviors of Transformational Leaders
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14-40
Transformational leaders have charisma (“kar-riz-muh”), a form of interpersonal
attraction that inspires acceptance and support. At one time, charismatic leadership—
which was assumed to be an individual inspirational and motivational characteristic of
particular leaders
40
Inspirational motivation
Idealized influence
Individualized consideration
Intellectual stimulation
Implications of Transformational Leadership
It can improve results for both individuals and groups
It can be used to train employees at any level
It requires ethical leaders
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14-41
The Ethical Things Top Managers Should Do to Be Effective Transformational Leaders
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14-42
Table 14.6
Additional Perspectives
Leader-Member Exchange (LMX)
emphasizes that leaders have different sorts of relationships with different subordinates
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14-43
Additional Perspectives
E-leadership
can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology
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14-44
Question
Laura is involved in leading a virtual team with members in Kansas, South Carolina, Chicago, and India. This is an example of __________.
Servant leadership
Shared leadership
Leader-member exchange
E-leadership
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14-45
The correct answer is “D” – e-leadership. See previous slide.
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Lecture Script 6-45
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