Leadership Power and influence

Dr DT Chigori
Leadership Power and influence

To succeed as a "leader" a manager must be good

at dealing with all aspects of motivation,
communication, interpersonal relations,
teamwork, and group dynamics.
However

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Five Principles of Visionary Leadership

Visionary
• A term generally used to describe someone who has a clear sense of the future and the actions
needed to get there ......Successfully.
Leadership With Vision
• Is beginning with a clear vision,
• Communicating that vision to all concerned,
• And motivating and inspiring people to pursue the vision in their work.
Challenge the Process - Be a pioneer - encourage innovation and support people with ideas.
Be Enthusiastic - Inspire others through personal enthusiasm to share in a common vision.
Help Others to Act - Be a team player and support the efforts and talents of others.
Set the Example - Provide a consistent role model of how others can and should act.
Celebrate Achievements - Bring emotion into the workplace and rally "hearts" as well as "minds."

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Leadership Power and influence

Activity: What’s your Preferred Source of Power?

Power
• The ability to get someone else to do something you want
done.
• Good managers use power in ways that influence others to
work hard and willingly apply their efforts toward the
accomplishment of organizational objectives.

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The Sources of Power

Position
Based on things managers can offer to others:
• Rewards
• Coercion (punishment)
• Legitimacy (formal authority)

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The Sources of Power

Person
Based on the way managers are viewed by others:
• Expert (expertise)
• Reference (charisma or personal reputation)

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Leadership and Empowerment

Empowerment
• Definition: The process of giving individuals the confidence,
resources, and authority to make decisions and take actions.
• Giving people at all levels of responsibility the opportunity to
act and make relevant decision on their own
• Key Aspects: Delegating responsibilities, providing necessary
tools and support, encouraging autonomy, and fostering a culture
of trust.
• Benefits: Increased motivation, improved job satisfaction,
higher productivity, and enhanced creativity.

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Leadership Traits
and Behaviors

Four Alternative Directions in the Study of Managerial Leadership

•
Traits
• Behavioral
• Contingency
• Charismatic

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Personal Traits
Relatively stable and enduring
characteristics of an individual.
• Researchers have been unable to isolate a
definitive profile of effective leadership traits,
and
• Research indicates that physical traits have no
relationship to leadership success.
However

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Personal Traits
Task: Leadership Assessment Traits Quiz

Some personal traits, such as

• Drive
• Motivation
• Integrity
• Self-Confidence
• Intelligence, Knowledge, and Flexibility
• Are considered to be important to leadership success.

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Leadership Behaviors

Leadership-behavior research identifies

alternative leadership styles and tries to
determine which ones work best.

Leadership Style is a recurring pattern of

behaviors exhibited by a leader.

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Leadership Behaviors

Leadership behavior has two basic underlying dimensions: ( Blake and Mouton's
Managerial Grid)
•Concern for People
•Concern for the Task

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How A Task-Oriented
Leader Behaves

•
Plans and Defines Work to be Done
• Assigns Task Responsibilities
• Sets Clear Work Standards
• Urges Task Completion
• Monitors Performance Results

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How a People-Oriented Leader Behaves

• Acts Warm and Supportive Toward

Followers.
• Develops Social Rapport with
Followers.
• Respects the Feelings of Followers.
• Is Sensitive to Followers' Needs.
• Shows Trust in Followers.

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Leadership Styles
Abdicative or Laissez-faire: Low
concern for both task and people.
Directive or Autocratic: Low concern
for people, high concern for task.
Supportive or Human Relations;
High concern for people, low concern
for task.
Participative or Democratic: High
concern for both people and task.

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Contingency Theories
of Leadership

Modern leadership theories reflect a contingency perspective which attempts to match situational
demands with appropriate leader behaviors.

• "When and under what circumstances is

a particular leadership style preferable
to others?"

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Contingency Theories
of Leadership

•
When a manager's decisions are
highly participative, the leadership
style is more subordinate-
centered.

• When the decisions are more

authoritarian, the style is more
boss- centered.
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Contingency Theory

According to the contingency theory a good

manager-leader moves back and forth on a
leadership style continuum as circumstances
dictate.
The choice of leadership style depends in each case
on forces in the manager, the subordinates, and
the situation itself.

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Fiedler's
Contingency Model

Suggests that the key to leadership success is putting the styles to work in situations for which
they are good fits.
•
The first step in applying Fiedler's theory is to
understand one's predominate
leadership style.
• The second step is to diagnose the amount of
situational control available to the
leader.
• The third step is to obtain a match between
leadership style and the situation.

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Fiedler's Contingency Model

Leadership Style
• Relationship-oriented
• Task-oriented
Situational Control
• The extent to which a leader can determine
• what a group is going to do, and what the
• outcomes of its actions and decisions are going to be.

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Fiedler's
Contingency Model

Situational Variables
•
Quality of leader-member relations
(G/P)
• Degree of task structure (H/L)
• Amount of position power (S/W)

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Fiedler's
Contingency Model

Matching Leadership Style and Situations

• Neither the task-oriented not the relationship-oriented style is effective all
the time.
• Instead, each style appears best when used in the right situation.

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Fiedler's
Contingency Model

Prospective leaders should actively seek situations which match their leadership style, and when a
mismatch occurs:

• Engage in Situational Engineering,

or
• Change one's leadership style

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Hersey-Blanchard Situational Leadership Theory

This contingency theory suggests that successful leaders adjust their styles depending on the readiness of
followers to perform in a given situation.
• Readiness refers to how able, willing, and confident followers are in performing required tasks.

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Hersey-Blanchard Situational Leadership Theory

• Delegating - allowing the group to make and take responsibility for tasks...
• Participating - emphasizing shared ideas and participative decisions...
• Selling - explaining task directions in a supportive and persuasive way...
• Telling - giving specific task directions and closely supervising work...

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House's Path-Goal
Leadership Theory

Effective leadership clarifies the paths by which subordinates can achieve goals, helps them to progress
along these paths, and removes barriers to goal accomplishment.

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House's Path-Goal
Leadership Theory

Four Leadership Styles

• Directive Leadership
• Letting subordinates know what's expected.
• Giving directions on what should be done and how.
• Clarifying the leader's role in the group.
• Scheduling work to be done.
• Maintaining definite standards of performance.

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House's Path-Goal
Leadership Theory

• Supportive Leadership
•
Showing concern for subordinates.
• Doing little things to make the work pleasant.
• Treating group members as equals.
• Being friendly and approachable.

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