Professional Documents
Culture Documents
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Transactional versus Transformational
Leadership
Transactional leadership
a transaction or exchange
process between leaders
and followers
Transformational Leadership
leadership characterized by the
ability to bring about significant
change in followers and the
organization
See page 357 for differences
2
Ex. 4.5 Distinguishing Characteristics of Charismatic and Noncharismatic
Leaders
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Dark side of charisma
Personalized:
self-aggrandizing, nonegalitarian, exploitative.
Based on caring about self.
Detrimental impact on long-term organizational purpose
Socialized:
empowering, egalitarian, supportive.
Based on valuing others.
Related to successful organizational purpose
5
Power and Influence
Power
The ability of one person or department in an organization
to influence other people to bring about desired outcomes
Influence
The effect a person’s actions have on the attitudes, values,
beliefs, or actions of others
Authority
The right to influence another person
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Ex. 12.2 Five Types of Leader Power
•Legitimate •Expert
•Reward •Referent
•Coercive
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Reward Power - agent’s ability to control the rewards
that the target wants
Coercive Power - agent’s ability to cause an
unpleasant experience for a target. Should be
reserved for disciplinary situations.
Legitimate Power - agent and target agree that agent
has influential rights, based on position and mutual
agreement
Referent Power - based on interpersonal attraction.
Example would be a mentor. Can have a dark side.
Expert Power - agent has knowledge target needs
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Ex. 12.3 Responses to the Use of Power
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Power: Compliance or Effectiveness
Resources: e.g. jobs, rewards, financial support, expertise, materials, information, time
Control over
Information
Increased Power
Organizational
Centrality
Coping with
Uncertainty
13
Politics
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Conditions that encourage political activity
Unclear goals
Autocratic decision making
Ambiguous lines of authority
Scarce resources
Uncertainty
Performance appraisal process
15
Ex. 12.6 Seven Principles for Asserting Leader
Influence
1. Use rational persuasion
2. Encourage people to like you (be likeable)
3. Rely on the rule of reciprocity
4. Develop allies
5. Ask for what you want
6. Remember the principle of scarcity: when things are less
available, the become more desirable. Learn to frame
requests and offers to highlight unique benefits and exclusive
information being provided.
7. Extend formal authority with expertise, credibility, and trust.
16
Ex. 12.7 Guidelines for Ethical Action
Ethical Choice
organization’s rights of standards of the same
goals, rather individuals fairness and way if the
than being and groups equity? action
self-motivated affected by affected
purely by self- it? you?
interest?
17
Dean’s Disease (extra reading)
What is the dean’s disease?
What are the three reasons why the dean’s
disease occurs?
How do “true leaders” act (p. 168)
What are the safeguards?
What are the suggestions for staying on
course?
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