Power Base Statement

Coercive - The person can make things difficult for people, and you want to avoid getting him or her angry.

Reward - The person is able to give special benefits or rewards to people, and you find it advantageous to trade favours with him or her.

Legitimate - The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests.

Expert - The person has the experience and knowledge to earn your respect, and you defer to his or her judgment in some matters.

Referent - You like the person and enjoy doing things for him or her.

Information The person has data or knowledge that you need.

5. State the general dependency postulate. What does it mean?

general postulate: The greater B’s dependency on A, the greater the power

A has over B. When you possess anything that others require but that you alone control, you make them dependent upon you and therefore you gain power over them. Another way to frame dependency is to think about a relationship in terms of “who needs whom?” The person who has the most need is the one most dependent on the relationship.

6. What creates dependency? Give an applied example.

Importance If nobody wants what you have, there is no dependency. To create dependency, the

thing(s) you control must be perceived as important.

Scarcity As noted previously, if something is plentiful, possession of it will not increase your

power. A resource must be perceived as scarce to create dependency.

Nonsubstitutability The fewer substitutes for a resource, the more power comes from control over that

resource.

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Chapter

Leadership

1. Trace the development of leadership research.

2. Describe the strengths and weaknesses of trait theories of leadership.

Trait theories of leadership emerged in thehope that if it were possible to identify the traits of leaders, it would be easier to selectpeople to fill leadership roles.

Weaknesses: until recently, research efforts at isolating leadership traits have

reached few conclusions.

Strengths: Based on the latest findings, we offer two conclusions. First,

traits can predict leadership. Second, traits do a better job at predicting

the emergence of leaders and the appearance of leadership

than in actually distinguishing between effective and ineffective leaders.

The fact that an individual exhibits the traits and others consider

that person to be a leader does not necessarily mean that the

leader is successful at getting his or her group to achieve its goals.

3. What is the Leadership Grid? Contrast its approach to leadership with the approaches of the Ohio State andMichigan studies.

Leadership Grid A two-dimensionalgrid outlining 81 differentleadership styles.

Blake and Mouton developed a graphic portrayal of a two-dimensional view of leadership

Style. They proposed a Leadership Grid based on the styles of “concern for people”

and “concern for production,” which essentially represent the Ohio State dimensions

of consideration and initiating structure, or the Michigan dimensions of employee

orientationand production orientation.The grid shows the dominating factors in a leader’s

thinking withrespect to how to get results from people, without focusing on what the specific results are.

4. What are the contingency variables in path-goal theory?

A theory thatsays it’s the leader’s job to assist followersin attaining their goals and toprovide the necessary directionand/or support to ensure that theirindividual goals are compatible withthe overall goals.

Path-goal theory proposes two types of contingencyvariables that affect the leadership behaviour–outcome relationship: environmental(• Task structure

• Formal authority systemn• Work group) variables that are outside the control of the employee and variables that arepart of the personal characteristics of the employee.(• Locus of control• Experience• Perceived ability)

5. When might leaders be irrelevant?

Numerous studiescollectively demonstrate that, in many situations, leaders’

actions are irrelevant. Certain individual, job, and organizationalvariables can act as substitutes for leadership or neutralize the leader’s ability to influence his or her followers.If employees have appropriate experience, training, or “professional” orientation or ifemployees are indifferent to organizational rewards, the effect of leadership can bereplaced or neutralized. Experience and training, for instance, can replace the need for aleader’s support or ability to create structure and reduce task ambiguity. Jobs that areinherently unambiguous and routine, provide their own feedback,or are intrinsically satisfying generally require less handson

leadership. Organizational characteristics such as explicitformalized goals, rigid rules and procedures, and cohesive workgroups can replace formal leadership

6. What characteristics define an effective follower?

What qualities do effective followers have? One writer focuses on four:32

• They manage themselves well. They are able to think for themselves. They can

work independently and without close supervision.

• They are committed to a purpose outside themselves. Effective followers are committedto something—a cause, a product, a work team, an organization, an

idea—in addition to the care of their own lives. Most people like working

with colleagues who are emotionally, as well as physically, committed to their

work.

• They build their competence and focus their efforts for maximum impact. Effective

followers master skills that will be useful to their organizations, and they hold

higher performance standards than their jobs or work groups require.

• They are courageous, honest, and credible. Effective followers establish themselves

as independent, critical thinkers whose knowledge and judgment can be

trusted. They hold high ethical standards, give credit where credit is due, and

are not afraid to own up to their mistakes.

7. What are the differences between transactional and transformational leaders?

Most of the leadership theories presented thus far in this chapter have concerned transactionalleaders. Such leaders guide or motivate their followers in the direction ofestablished goals by clarifying role and task requirements. In some styles of transactionalleadership, the leader uses rewarding and recognizing behaviours. This approach

results in performance that meets expectations, though rarely does one see results thatexceed expectations. In other styles of transactional leadership, the leader emphasizescorrection and possible punishment rather than rewards and recognition. This

style “results in performance below expectations, and discourages innovation and initiativein the workplace.” Of course, leaders should not ignore poor performance, buteffective leaders emphasize how to achieve expectations rather than dwell on mistakes.

Some leaders inspire followers to transcend their own self-interests for the good of theorganization and have a profound and extraordinary effect on their followers. These

are transformational leaders

8. Describe the strengths and weaknesses of a charismatic leader.

charismatic leadershipLeadership that critically examinesthe status quo with a view to developingand articulating future strategicgoals or vision for the organization,and then leading organizationalmembers to achieve these goals

through empowering strategies.

When organizations are in need of great change, charismatic leaders are often able toinspire their followers to meet the challenges of change. Be aware that a charismatic leadermay become a liability to an organization once the crisis is over and the need for dramaticchange subsides. Why? Because then the charismatic leader’s overwhelming selfconfidencecan be a liability. He or she is unable to listen to others, becomes uncomfortablewhen challenged by aggressive employees, and begins to hold an unjustifiable belief in his

or her “rightness” on issues

9. What is moral leadership?

University ofVirginia, suggests that there are four cornerstones to a “moral foundation of leadership”:

• Truth telling. Leaders who tell the truth as they see it allow for a mutual, fair

exchange to occur.

• Promise keeping. Leaders need to be careful about the commitments they make,

and then careful to keep those commitments.

• Fairness. Leaders who are equitable ensure that followers get their fair share for

their contributions to the organization.

• Respect for the individual. Leaders who tell the truth, keep promises, and are fair

show respect for followers. Respect means treating people with dignity.

Moral leadership comes from within the individual, and in general means treating

people well, and with respect. This

10. Why do you think effective female and male managers often exhibit similar traits and behaviours?

The similarities among men and women leaders should not be completely surprising.

Almost all the studies looking at this issue have treated managerial positions as synonymous

with leadership roles. Both male and female managers have characteristics

that set them apart from the general population. Just as people who choose careers in law

enforcement or civil engineering have a lot in common, so do individuals who choose

managerial careers. People with traits associated with leadership—such as intelligence, confidence,

and sociability—are more likely to be perceived as leaders and encouraged to pursue

careers where they can exert leadership. This is true regardless of gender. Similarly,

organizations tend to recruit and promote people who project leadership attributes into

leadership positions. The result is that, regardless of gender, those who achieve formal leadership

positions in organizations tend to be more alike than different.

Despite the previous conclusion, studies indicate some differences in the inherent leadership

styles of women and men.

Chapter

1. What is the rational decision-making model? Under what conditions is it applicable?

rational decision-making modelA six-step decision-making modelthat describes how individualsshould behave in order to maximizesome outcome.

2. Describe organizational factors that might constrain decision makers.

3. What role does intuition play in effective decision making?

intuitive decision making as a subconsciousprocess created out of distilled experience. It does not necessarily operate independentlyof rational analysis; rather, the two complement each other. Those who use intuitioneffectively often rely on their experiences to help guide and assess their intuitions.That is why many managers are able to rely on intuition.

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