Introduction to Leadership and Power

Study Notes

Introduction to Leadership

The process of inspiring others to work hard to accomplish important tasks

Power

Personal Power
- Based on how managers are viewed by others.
- Expert Power
  - Ability to influence through special expertise.
  - “Do what I say because of my special expertise or information”.
- Referent Power
  - Ability to influence through identification, admiration.
  - “Do what I say in order to maintain a positive, self-defined relationship with me”.
- Relational Power
  - Ability to work and function well as a part of a team working toward a collective goal.
  - “Do what I say because it is best for us all.”
Position Power
- Based on the things that managers can offer to others.
- Reward Power
  - Ability to influence through rewards/something of value.
  - “Do what I say and I’ll give you a reward”.
- Coercive Power
  - Ability to influence through punishment/withholding.
  - “If you don’t do what I say, I will punish you”.
- Legitimate Power
  - Ability to influence through authority, virtue of position or control over a subordinate.
  - “Do what I say because I am the boss”.

Visionary Leadership

Occurs when a leader is able to provide a clear sense of the future of the organization and and understanding of how they will get there
- Have a vision
- Communicate the vision
- Inspire this vision in others

Servant Leadership

Leadership based on a commitment to serving others through their work
- Using talents and full potential when working for organizations that benefit society
- “OTHER-centred” rather than “self-centred”
- Helps leaders empower others
- Empowerment
  - The process through which leaders enable and help others gain power/influence within the organization.
  - Servant leaders provide information, responsibility, authority and trust and reject the idea that in order for one person to have power, another person must give theirs up
  - Empowerment allows everyone to have power and work together to serve the cause/mission.

Important Leadership Traits

Drive
- High energy, initiative, tenacious
Self confidence
- Trust themselves and their abilities
Creativity
- Creative and original thinkers
Cognitive ability
- Intelligent and able to integrate/interpret information given to them
Knowledgeable
- Know their industry and its job-relevant info
Motivation
- Influence others to achieve shared goals
Flexibility
- Adapt to the needs of others and situations
Honesty/Integrity
- Trustworthy, honest, predictable, dependable

Leadership Styles

Leadership styles refer to a recurring pattern of behaviours exhibited by a leader.
Leaders may be more concerned with:
- The Task
  - Define work that needs to be done, assigns tasks and responsibilities, sets clear expectations, urges completion of tasks, monitors performance results
- The People
  - Warm and supportive, maintain good relationships, respect feelings, sensitive to the needs of others, shows trust
Democratic/Autocratic/Laissez-Faire/Human Relations
- Autocratic
  - Leader takes control and puts task above people
  - Does not allow employees to participate in decision making
  - Works when decisions need to be made quickly and input from others would not dramatically change the outcome
  - May lead to rebellion and discontentment in the workplace
- Human Relations
  - Emphasize people over tasks
  - Allow the group to make decisions
  - Leads to a comfortable and friendly organization
  - Minimal conflict
- Laissez-Faire
  - Leader leaves employees alone to do their job - “Do your best but don’t bother me while you’re at it”
  - Works when employees are mature and have years of experience
  - May lead to need for feedback - there is a lack of this, motivation and direction
- Democratic
  - Focus on task AND people
  - Leader provides opportunities for employees to contribute to the decision-making process
  - Encouraging, recognition of achievements, increased team spirit/morale
  - Increased productivity (usually)

Personality

Overall profile and combination of characteristics that makes a person unique from everyone else.
Personality Development
- Influenced by cultural, religion, social, family influence, society, school, etc.
The Big Five
- While there are an endless number of personality characteristics/traits that a person could have, researchers have identified the “Big Five” that are deemed significant in work settings
  - Extraversion
    - Outgoing, sociable, assertive
  - Agreeableness
    - Good-natured, co-operative, trusting
  - Conscientiousness
    - Responsible, dependable, careful
  - Emotional Stability
    - Relaxed, secure, unworried
  - Openness to Experience
    - Curious, receptive to new ideas, imaginative
Myers-Briggs Type Indicator
- Personality assessment (MBTI) Developed by Katherine Briggs and Isabel Briggs-Myers based on the works of Carl Jung (psychologist)
- Jung identified three main personality dimensions:
  - Extraversion (E) or Introversion (I)
  - Sensing (S) or Intuition (N)
  - Thinking (T) or Feeling (F)

Description

Explore the concepts of leadership and the different types of power that influence managerial effectiveness. This quiz covers personal and position power, including expert, referent, relational, reward, and coercive power dynamics. Test your understanding of how these concepts play a crucial role in inspiring teams and achieving goals.