Leadership Authority Overview

Leadership Authority

• Leadership authority in a hierarchical organizational structure is based on position within the social hierarchy.
• Power flows from the highest level (top executives) to the lowest level (frontline workers) in a top-down fashion.
• In a bottom-up approach, workers support managers and supervisors who in turn support executives.

Top-Down View

• The right of authority is derived from the right of private property.
• Owners have the right to manage their affairs, as long as they don't violate the rights of others.
• Authority can be delegated to executives, managers, or supervisors.

Bottom-Up View

• Power flows from the bottom because people can always reject directives.
• Saying "yes" or "no" relates to affirming or denying authority of others.
• Leaders need to ensure directives are within subordinates' acceptable zones; otherwise, resistance and hostility may occur.
• Four conditions for accepting an order are:
  • Understanding the order.
  • Believing the order is in line with the organization's goals.
  • Believing the order aligns with one's own interests.
  • Being mentally and physically able to comply.

Servant Leadership

• Servant leadership is a "calling to serve."
• It begins with caring for people and wanting to help them.
• It's a conscious choice to aspire to lead, prioritizing serving others.
• Servant leaders prioritize serving others.
• Servant leadership:
  • Involves a generous approach fulfilling the value of giving.
  • Encourages trust, listening, and ethical use of power and empowerment.
  • Uses the Upside-down pyramid approach.

Servant Leadership, Continued

• Four questions for employees demonstrate a servant leadership approach:
  • What is going right?
  • What can be improved?
  • Do you have what you need?
  • How can I help you achieve your goals?
• Servant leadership shows commitment through:
  • Access: being available
  • Communication: effectively listening
  • Support: providing guidance

Access, Communication, and Support, 2

• A genuine desire to serve others is a key factor.
• Leading from core values is important.
• Courage and self-discipline are crucial.
• Trusting relationships need to be established.
• Being purpose-driven is essential.
• Behavior driven by personal conviction.

Military Leaders

• Focus on the well-being and development of their personnel.
• Prioritize their subordinates' needs.
• Lead by principle (mission first, soldiers always).
• Leader's job is to ensure personnel success, not just to look good.

Participative Leadership Philosophy

• Participative leadership taps into the constructive power of people.
• It creates a humanistic and productive workplace.
• The process involves involving people, understanding their needs, and achieving commitment.

Participative Leadership Philosophy, 2

• Full and free communication happens irrespective of rank or power.
• Reliance on consensus to manage conflict.
• Influence is based on technical competence and knowledge.
• Encourages emotional expression and task-oriented actions.
• Accepts the inevitability of conflict and coping mechanisms.

Negative Consequences and Power

• Power can corrupt, particularly absolute power.
• Power can cause harm when used for self-importance.
• There are negative consequences to poor leadership.

Negative Consequences and Power, Continued

• A study in intensive care units showed a dramatic performance difference:
  • An autocratic physician led a group with higher turnover, lower efficiency and twice the rate of patient deaths.
  • A team of colleagues, who could all contribute to the decision making process, had significantly better results.

Table 8.1: Sources and Types of Power

• Power of the Position:
  • Reward power: Using resources and rewards to influence.
  • Coercive power: Using punishment to influence.
  • Legitimate Power: Using formal authority to influence.
  • Information power: Access to valuable information about the organization.
• Power of the Person:
  • Expert power: Expertise, knowledge.
  • Referent power: Attraction, admiration, and identification with the leader.
  • Rational power: Logical, well-developed reasoning ability.
  • Charisma power: Inspirational quality that motivates.

Psychological Size

• Power significantly influences communication and relationships in an organization.
• Abuse of power can result in one way communication, and employees are in a weaker position.
• Fear is a key negative consequence in an abusive environment.

Psychological Size, 2

• Factors contributing to psychological bigness include:
  • High-status position
  • Use of terminal statements
  • Formal, distant manner
  • Commanding qualities
  • Power to make decisions
  • Sarcasm and ridicule

Psychological Size, 3

• Negative factors that make the psychological size large:
  • Use of sarcasm and ridicule
  • Use of terminal statements
  • Formal, distant manner
  • Harsh remarks
  • Know-it-all attitude
  • Interrupting and shouting
  • Public Criticism

Equalizing Psychological Size

• A leader can lose respect if they reduce their own psychological size.
• A leader should focus on increasing the psychological size of others via:
  • Listening to subordinates
  • Demonstrating genuine interest in others
  • Modeling open and honest communication
  • Creating projects that reinforce employees' achievements

Guidelines for Two-Way Communication

• Strategies for effective two-way communication:
  • Stop talking
  • Put talkers at ease
  • Show interest and remove distractions
  • Empathize
  • Be patient
  • Hold your temper
  • Easy on argument andcriticism
  • Ask Questions
  • Encourage clarification.
  • Stop talking