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Summary of "Leadership & Organizational Behavior" Chapter 10 Power and Influence in the Workplace & Chapter 12 Leadership in Organizational Settings

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Introduction

Leadership & Organizational Behavior Chapter 10 Power and Influence in the Workplace & Chapter 12 Leadership in Organizational Settings Anggit Tri Hapsoro 0600667460 MA2 Chapter 10 Power and Influence in the Workplace Power is the capacity of a person, team, or organization to influence others. Countervailing power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. Sources of Power in Organizations: * Legitimate power is an agreement among organizational members that people in certain roles can request certain behaviors of others. * Reward power is derived from the person's ability to control the allocation of rewards valued by others and to remove negative sanctions (i.e., negative reinforcement). * Coercive power is the ability to apply punishment. Exists upward as well as downward. Peer pressure is a form of coercive power * Expert power is Individual's or work unit's capacity to influence others by possessing knowledge or skills that they value * Referent power is the capacity to influence others on the basis of an identification with and respect for the power holder. Information and Power * Control over information flow � Based on legitimate power � Relates to formal communication network * Coping with uncertainty � More power to those who can help firms cope with uncertainty - Prevention: The most effective strategy is to prevent environmental changes from occurring - Forecasting: trendspotters and other marketing specialists gain power by predicting changes in consumer preferences. ...read more.

Middle

They seldom trust co-workers, and they tend to use cruder influence tactics, such as bypassing one's boss or being assertive, to get their own way Minimizing Political Behaviour: 1. Introduce clear rules for scarce resources 2. Effective organizational change practices 3. Suppress norms that support or tolerate self-serving behavior 4. Leaders role model organizational citizenship 5. Give employees more control over their work 6. Keep employees informed Chapter 12 Leadership in Organizational Settings Leadership: Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members. Shared leadership: The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other. Competency Perspective of Leadership: * Personality: The leader's higher levels of extroversion (outgoing, talkative, sociable, and assertive) and conscientiousness (careful, dependable, and self-disciplined). * Self-concept: The leader's self-beliefs and positive self-evaluation about his or her own leadership skills and ability to achieve objectives. * Drive: The leader's inner motivation to pursue goals. * Integrity: The leader's truthfulness and tendency to translate words into deeds. * Leadership motivation: The leader's need for socialized power to accomplish team or organizational goals. * Knowledge of the business: The leader's tacit and explicit knowledge about the company's environment, enabling the leader to make more intuitive decisions. ...read more.

Conclusion

Transactional leadership: Leadership that helps organizations achieve their current objectives more efficiently, such as by linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done. Transformational Leadership Elements * Create a Strategic Vision: Transformational leaders establish a vision of the company's future state that engages employees to achieve objectives they didn't think possible. * Communicate the Vision: If vision is the substance of transformational leadership, communicating that vision is the process. CEOs say that the most important leadership quality is being able to build and share their vision for the organization. * Model the Vision: Transformational leaders not only talk about a vision; they enact it. They "walk the talk" by stepping outside the executive suite and doing things that symbolize the vision. Modeling the vision is also important because it builds employee trust in the leader. The greater the consistency between the leader's words and actions, the more employees will believe in and be willing to follow the leader. * Build Commitment toward the Vision: Transformational leaders build this commitment in several ways. Their words, symbols, and stories build a contagious enthusiasm that energizes people to adopt the vision as their own. Implicit leadership theory: A theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events. ?? ?? ?? ?? ...read more.

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