Chap 11: Leadership and Influence Processes môn Principles of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chap 11: Leadership and Influence Processes I.
The Meaning of Leadership : -Leadership
: is a process, the ability to set the direction and goals of the group,
motivate members to perform work to achieve the goals of the work task. -Leaders :
Individuals recognized as leaders by others; individuals with the ability to
affect the behaviors of others without using violence. Specifically, the person
responsible for planning, setting goals, and inspiring the team and being the bridge
that helps the organization become more united. Activity Management Leadership Creating an agenda Planning and spending funds Setting the Stage developing Setting up steps and deadlines
plans to bring about all of the for completing necessary changes required for reaching goals; providing the resources a vision of the future, required to bring into those frequently in a distant future important results. Developing a human Organizing and Transferring Bringing People Together network for achieving Employees communicating an instruction the agenda Putting in place a framework to everyone who support may to help carry out the plan's be necessary for words and needs, selecting people to acts impact the formation of staff that structure, giving relationships and teams that authority and responsibility understand the goals and for the plan's implementation, methods while accepting their establishing guidelines and viability policies to help people follow, and developing processes or systems to maintain focus on how it's done Executing plans Controlling and Resolving Inspiring and motivating Issues energizing individuals to get Comparing results to the
over significant challenges in detailed plan, determining the way of administration, mistakes, and subsequently politics, and resources by setting up and preparing to meeting incredibly essential deal with these issues but frequently ignored human requirements
Outcomes producing a certain level of creating, frequently to a
structure and predictability as significant degree, and having
well as the ability to regularly the ability to create very generate significant outcomes beneficial change (e.g., new
that are required by different products that customers stakeholders (e.g., for demand, creative labor customers, always being on
relations strategies that help a time; for investors, being on firm become more budget) competitive) -Leadership and Power :
Power: The capacity to impact the behavior of other individuals
Legitimate power is a responsibility that is awarded to individuals having specific
positions within an organization, as specified by the structure of the organization.
Reward power: The ability to provide or decline rewards, including raises in pay,
bonuses, promotions, awards, and challenging work assignments.
Coercive power is the ability to use physical, psychological, or emotional danger to compel submission.
Referent power is something that an individual gains by personality, identity, imitation, or loyalty.
Expert power is the authority that an individual gains in relation to the knowledge or skill that they possess. II. Leadership Traits : + Leadership traits:
-Understood that it was possible to identify and predict who would become a
leader using a minimal set of character traits that distinguish leaders apart from nonreaders.
-Unable to find any empirical connections between the characteristics and people who are considered leaders
+ Leadership behaviors: believed that leaders who were successful exhibited
distinct behaviors from those who weren't.
-was designed to provide an improved understanding of leadership traits. III.
Michigan Studies (Rensis Likert)
+ Job-centered leader behavior: The activities of a leader that include closely
watching the work of their employees, providing instructions, and showing a keen interest in their performance
+ Employee-centered leader behavior: Behavior required of a leader that
includes creating a cohesive team and making sure that workers are pleased in their positions
The two forms of leader behaviors were considered to be at opposite ends of the same continuum. IV. Ohio State Studies :
Initiating-structure behavior: The behavior of leaders who create official
channels of communication, define the leader-subordinate position so that
everyone is aware of what is expected of them, and decide how duties will be carried out
Consideration behavior: The behavior of leaders that truly care about their team
members and try to create a welcoming and encouraging environment
Initially, we assumed that high levels of these characteristics are exhibited by the most effective leaders.
Subsequent research indicated that: Supervisors' staff members demonstrated strong
performance and high levels of satisfaction, but they also showed higher absenteeism.
Employees of supervisors ranked high on consideration had low performance ratings,
yet they had high levels of satisfaction and lower absenteeism. Predicting consistent
leader conduct is challenging due to additional situational factors. There isn't a single, ideal Approach of leadership. V. Leadership Grid :
Concern for production: The section of the Leadership Grid focusing on the tasks
and jobs that leaders must perform
Concern for people: The section of the Leadership Grid relating to the behavioral
qualities of leaders that are human. Ideal style of leadership behavior is 9,9.
encourages leaders to highlight their actions rather than their traits
VI. Assumptions of Situa tional Models :
Assumptions: Different situations called for different behaviors from appropriate
leaders. It is possible to identify the situational components that influence acceptable leadership behavior.
Situational Theories of Leadership: Least-preferred coworker (LPC) theory, Path-
goal theory, Decision tree approach, Leader–member exchange (LMX) approach
LPC Theory: A theory of leadership which claims that the right kind of leadership
depends on how beneficial the current situation is
LPC measure: The instrument for evaluation that inquires from leaders about the
individual they find most difficult to work together with (the least-preferred coworker, or LPC)
Higher scores suggest a preference for relationships.
A task orientation is shown by low scores.
Situational favorableness variables: Leader–member relations
: The personality of the relationship of cooperation between
the group leader and the employees. A healthy relationship is marked by a high level
of respect, confidence, and trust between both sides. Task structure :
The degree to which the group’s task is defined Position power :
The power vested in the leader’s position. Ability to assign work and
administer rewards and punishment
Path–Goal Theory: According to a thinking of leadership, a leader's main
responsibilities in the workplace are to provide valued or needed benefits. Make
clear to the subordinate the behaviors that will result in those benefits. Directive
: developing requirements, providing direction and direction, and
providing tasks to subordinates Supportive
: having friendliness and approachability, showing concern for the well-
being of subordinates, and treating them equally Participative
: Receiving feedback from subordinates, discussing them, and
permitting them to participate in decision-making Achievement-oriented
: Having high standards for achievement, encouraging and
showing trust in subordinates, and setting requiring goals
Vroom’s Decision Tree: decides which situations require varying levels of teamwork Basic premises
: Participation in decision-making at a lower level is dependent on
what has happened. There is no one best approach to make decisions in every
situation. A leader can select a decision option on one of two decision trees that
establishes the decision style and the degree of employee participation after
considering the characteristics of the situation Decision significance
: The decision's effect on the organization; when a decision is
highly significant, subordinates are involved Decision timeliness
: It might not be possible to involve subordinates due to limited time Decision-making styles :
Decide: After coming to a choice alone, the manager communicates or "sells" it to the group.
Consult (individually): After giving each group member a personal presentation of
the program and requesting their feedback, the manager makes the last choice.
Consult (group): At an appointment, the manager brings up the issue with the
group, request their feedback, and then decides what to do
Facilitate: During a meeting, the manager introduces the issue to the group,
explains its nature and options, and then supports group members' discussions as they reach at a resolution.
Delegate: The manager lets the team determine the specific characteristics and
limitations of the issue on its own before working on a solution.
The Leader–Member Exchange Approach: highlights that various subordinates
and leaders have different types of relationships. Unique connections with a
limited group of subordinates (in-group)
Vertical dyads: The supervisor begins a relationship with an in-group or out-group
member. It has been discovered that members of the in-group perform better and are
more satisfied than members of the out-group. VII.
Substitutes for Leadership :
Substitutes for leadership: a theory that shows cases in which the traits of the
work, the organization, and the subordinate neutralize or replace the behaviors of the leader
Subordinate: Ability, experience, independence requirement, professional focus, and lack of
concern for organizational objectives
Task: Routineness, availability of feedback, intrinsic satisfaction
Organization: Formalization, group cohesion, inflexibility, rigid reward structure -Charismatic Leadership :
assumes that a leader's charisma is a personal quality
shared by Steve Jobs and Abraham Lincoln Charisma
: A type of attraction between people that encourages acceptance and
support. Suitable for predicting the future, establishing high standards, and modeling
actions that fit with those standards are all necessary for charismatic leaders.
Encourage others by exhibiting your own interest, self-assurance, and successful
habits. Encourage, understand, and show them that you believe in them in order to enable them.
-Transformational Leadership: Over and above expectations leadership that
encourages a sense of mission, creates interesting learning opportunities, and
develops novel ways of thinking, Regarded as essential to an organization's success.
Gandhi, Richard Branson, and Elon Musk
VIII. Emerging Approaches to Leadership :
Strategic leadership: The ability to understand the complex nature of the organization
and its immediate environment and spear head organizational transformations to achieve
and maintain an improved agreement between the organization and its circumstances
Cross-cultural leadership: The capacity to offer direction and purpose that takes into
account the cultural differences within the company that are based on diversity as well
as those that are international
Ethical leadership: This includes providing the company an effective corporate
governance plan that matches the high ethical standards of its employees. Demands that
individuals in control of the organization be held responsible for their acts and the results of their actions.
IX. Common Political Behaviors :
Political behavior: The activities carried out for the specific purpose of acquiring,
developing, and using power and other resources to obtain one’s preferred outcomes
+ Inducement: Managers offer to give something to someone in return for support
+ Persuasion: Relies on both emotion and logic
+ Political: Relies on the creation of an obligation
+ Coercion: Use of force to get one’s way; may threaten to withhold support, rewards, or other resources
Impression management: A direct and intentional effort by someone to enhance his
or her image in the eyes of others
Know that even if actions are not politically motivated, others may assume that they are.
Stop subordinates from engaging in political behavior by providing them with
autonomy, responsibility, challenges, and feedback.
Avoid using power to avoid charges of political motivation.
Get disagreements and conflicts out in the open so that subordinates have less
opportunity to engage in political behavior.
Avoid covert behaviors that give the impression of political intent even if none exists. Chap 13: TEAM AND TEAMWORK
I. Types of Groups and T eams :
a. Groups: consists of two or more individuals who meet on a regular basis to achieve a shared goal.
b. Functional group: a long-term team established by the business to carry out various
organizational goals over a period of uncertainty of time
Safety Council and the department of advertising.
c. Informal or interest group: Created by its members for purposes that may or may not
be relevant to those of the organization
d. Task group: a team set up by the company with the goal of completing a certain
number of tasks within a specified or undefined period of time
group projects and disbands after finishing
e. Team: a team of workers who perform responsibilities, tasks, and activities related to
their jobs as a unit, sometimes with little to no supervision II. Types of teams: a. Problem-solving:
The most common kind of team consists of knowledge workers
who come together to deal with a particular issue before dividing up. b. Managemen t team :
mostly consists of managers from other divisions, such as sales
and production; organizes the tasks of other teams. c. Work team:
Work teams, a kind of team that is growing in popularity, are in
responsible of the organization's everyday tasks and, with the right power, can operate independently. d. Virt
ual team: a more recent kind of work team where participants participate in a
virtual setting; they can alternately take positions of leadership and join and exit the network as needed.
Team made up of online participants from remote workplaces e. Quality circle:
Quality circles, which are less and less common, bring supervisors and
employees together on a regular basis to talk about issues at work.
III. Why People Join Groups and Teams :
Performance gains through synergy
• More resources for problem solving
• Improved creativity and innovation
• Improved quality of decision making
• Greater member commitment to tasks
• Increased motivation of members
• Increased need satisfaction of members
Disadvantage: The tendency for some people to "free-ride" in groups in order to
avoid responsibility is known as social loafing
a) Interpersonal attraction:
People are attracted to one another; similar attitudes,
personalities, or shared life experiences b) Group activities:
Group activities appeal to them; book groups, interest groups c) Group goals:
They join because of the groups' goals, which include preventing global warming and saving whales. d) Need satisfaction:
A person's demand for relationship is satisfied by joining support
groups, new communities, or singles
e) Instrumental benefits;
Membership provides other benefits; professional networking groups, local civic groups
IV. Stages of Group and Team Developmen t: a) Forming:
describing the task and defining the plan of action by talking about
concepts and difficulties important to the task. On your first day together, try to
determine the assignment's objectives and limitations. b) Storming :
The development of divisions, defensiveness, and group competition;
disagreements among members even when they are in agreement
Discussions, brainstorming, and assigning tasks c) Norming:
Setting and maintaining ground rules for the team. Increased cooperation
and confiding in one another begin to pursue objectives d) Performing:
The group's or team's ability to avoid or resolve issues
Individuals create a close connection with the team as a means of achieving objectives. V. Role Structures : a) Role:
The positions that people take in collections that help the team in achieving its objectives
+ Task specialist role: Concentrating on getting the group’s tasks accomplished
+ Scioemotional role: Providing social and emotional support to others on the team b) Role structures:
The collection of responsibilities that the group members set up and
accept, together with the links between those roles. a consequence of role-playing
situations where the defined and expected role is transferred to the performed role c) Role amniguity:
Rises when the sent function is unclear and the person is unsure of
what is expected of them; confusing instructions or insufficient information d) Role conflict:
occurs when the signs and messages that make up the transmitted role
are distinct but conflicting with one another. Complete the task by Friday; overtime is not permitted. -Interrole conflict
: The result of a conflict between roles -Intrarole conflict:
Caused by conflicting demands from different sources -Intrasender conflict:
Arises when a single source sends contradictory messages
-Person–role conflict:
Is the discrepancy between role requirements and an individual’s values, attitudes, and needs e) Role overload:
occurs when a person's performance expectations for a role are higher
than their real performance level. The employee is working on several essential VI. Behavioral Norms : a) Norms:
The standards behaviors that the organization expects and accepts from its members;
+ Define the boundaries: between acceptable and unacceptable behavior
+ Norm generalization: It's not always possible to generalize one group's norms to another
+ Norm variation: The application of norms varies within a group or team. b) Norm conformity:
People conform in reply to:
components related to the team or group
compulsion to follow the behavior of the group
An initial, unclear signal that promotes group activity
There is more pressure to comply when something is unclear.
particular characteristics that indicate their inclination to conform
People with higher intelligence are typically less susceptible to acceptance pressure.
The impact of circumstances (such the size and unanimity of the group)
When someone learns the norms, they are more inclined to follow them. c)
Conformity to Group Norms:
+ Individual responses: Accept the group's norms. Try to be unique while
keeping to the "spirit" of the rules.
+ Socialization: Generalized norm conformance that develops when an individual
joins an organization as an insider and leaves as an outsider. VII. Cohesiveness:
The degree of mutual attract inside the group; the loyalty and commitment of its members. VIII. Formal and i
nformal leadership : a) Informal leader:
An individual who displays leadership but the right to do so has not
been formally acknowledged by the group or organization
Can additionally act as the group's official leader or support the official leader in
carrying out leadership responsibilities.
As leaders, use your reference or expert power. b) Formal leader:
A member of the group who has been chosen or elected to take on leadership roles
officially designated as the group head or acknowledged by the organization IX. The nature of conflict:
Conflict: + Disagreement between two or more people, teams, or organizations
+ Although disagreement is typically seen as something to be avoided, there are advantages to it.
+ Encourages investigation, examining, evaluation, and discussion
+ Must be friendly and efficient; X. The causes of conflict:
a) Interpersonal conflict: - Personality clash -
Differing beliefs or perceptions - Competitiveness
b) Intergroup conflict: - Interdependence - Different goals -
Competition for scarce resources
c) Conflict between the organization and environment: Conflict with competition Conflict with consumer groups Conflict with employees XI. Stimulating con
flict: Conflict can have negative and positive consequences.
A) Increasing competition among individuals and teams: Conflict results from unequal
rewards; fair and equal rewards are constructive
B) Hiring outsiders to shake things up: encourages new points of view but could cause resentment.
C) Change established procedures: may lead to animosity and valuable staff leaving D) Managing conflict:
+ Encourage conflict for positive goals.
+Prevent disagreement from getting out of control.
+ If the conflict does get out of hand, find a solution.
XII. Controlling conflict:
Ways to control conflict include: -
Increase the amount of resources - Improve synchronization -
Department integration, task forces, regulations and procedures, liaison, and managerial hierarchy -
Prioritize higher-level objectives over lower-level disputes. -
Complement employees' work habits and personalities
XIII. Resolving Conflict:
In order to avoid harmful outcomes and serve constructive aims, conflict needs to be resolved
+ Way to resolve include: - Compromise
- Interpersonal problem solving
- Allow each party to confront the other
- Requires maturity on each side
- Alternative dispute resolution
- Team or other employees arbitrate conflict XIV. Negotiation:
The method by which two or more individuals or groups come to an
agreement on a matter while having differing opinions about it
-Approaches to negotiation:
+ Psychological: focuses on the characteristics of negotiators' personalities
+ Situational: The environment in which negotiations happen
+ Mathematical: Predicting when negotiators will deviate from perfect reason is the goal of behavioral techniques.
+ Cognitive: Game theory is utilized to forecast how negotiations will turn out.