• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

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

Extracts from this document...

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.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our International Baccalaureate Business Studies section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related International Baccalaureate Business Studies essays

  1. HMV Group plcs environmental and strategic position

    It has the lowest market share and is not expected to rapidly increase over the next few years.

  2. Working With and Leading People. Theories of leadership.

    period of time is by evaluating, rewarding, supporting, supervising and monitoring the team. The team should be supported by the organisation; this would encourage and motivate the team into accomplishing the goals and objectives of the organisation. Many teams have problems such as conflicts and disagreements between team members but

  1. Leadership styles and analysis of my leadership skills.

    There are three major types of leadership styles which are characterized by leadership values, belief, state of mind, cultural organization etc, these are: Autocratic or Authoritarian: This type of leadership style is when leaders tell their followers what type of task needed to be accompanied or performed, how they want

  2. Analysing Job sectors in Canada. Identify trends in employment and occupational demand patterns for ...

    This new trend (alt-energy transportation) can only escalate in the coming years. Dentists: * Approximately 64 percent of Canadians aged 12 and over visited a dental office in 2003. * In January 2007, there were 18,861 licensed dentists in Canada. Among these, males accounted for approximately 76% of the total.

  1. AVCE Unit-3 Marketing

    The peanuts are crisp-textured special grade which have good flavor and keep well. SNICKERS(r) is a global brand, however, in the U.S. they are made in Chicago, Illinois and Waco, Texas. The following picture shows the Company's financial statement which briefs out company's turnover for three years.

  2. Google & Organizational Effectiveness. The purpose of this paper is, through review of ...

    My rationale is this; as an organization or its structural units grow in size, it can become more difficult for necessary interaction and collaboration to take place across structural lines or organizational boundaries.3 I would tend to agree with Google's co-founder, Larry Page, in that an organization would almost need

  1. Evaluate the advantages and disadvantages of two different types of organizational structure.

    After that, Moorhead and Griffin (2005) gave some more detailed definitions. They explained that organizational structure has not only defined the features and styles of the organizational events, but also the way of each unit configuring together in a chart which represents the position of each member, the relationships between staff and managers and the routes of command.

  2. Organisational Behaviour (in short called as OB) is concerned with the study of the ...

    On the other hand, there are informal organisations. An Informal organisation does not have a specific structure or a planned division of responsibility and this type of organisations can be seen within formal organisations. Geographic Structure A structure with one head office who has the power to control all departments,

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work