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Questions and Answers
What is the basis of most classical organizational structures according to the pyramid of authority?
What is the basis of most classical organizational structures according to the pyramid of authority?
The basis of most classical organizational structures is the top-down leadership authority, where power flows from the highest level to the lowest.
What are the four conditions under which an order will be accepted?
What are the four conditions under which an order will be accepted?
An order will be accepted if one understands it, believes it aligns with organizational goals, sees it as compatible with personal interests, and is able to comply.
How does the bottom-up view challenge traditional notions of leadership authority?
How does the bottom-up view challenge traditional notions of leadership authority?
The bottom-up view challenges traditional leadership authority by asserting that power flows from employees, who can reject directives and influence decision-making.
What is the essence of servant leadership as defined by Robert Greenleaf?
What is the essence of servant leadership as defined by Robert Greenleaf?
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What dual recognition does the servant leadership approach acknowledge?
What dual recognition does the servant leadership approach acknowledge?
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What is the significance of trust and listening in servant leadership?
What is the significance of trust and listening in servant leadership?
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How does the Upside-down pyramid approach redefine traditional leadership hierarchies?
How does the Upside-down pyramid approach redefine traditional leadership hierarchies?
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List and explain the four questions that servant leaders should ask their employees.
List and explain the four questions that servant leaders should ask their employees.
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What role does communication play in the servant leadership model?
What role does communication play in the servant leadership model?
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How do military leaders exemplify servant leadership principles?
How do military leaders exemplify servant leadership principles?
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What is the primary focus of participative leadership?
What is the primary focus of participative leadership?
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How does participative leadership encourage communication within a team?
How does participative leadership encourage communication within a team?
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What is a significant negative consequence of power in leadership as suggested by T.S. Eliot?
What is a significant negative consequence of power in leadership as suggested by T.S. Eliot?
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In the comparison of the two Intensive Care Units, what was a clear difference in team dynamics?
In the comparison of the two Intensive Care Units, what was a clear difference in team dynamics?
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According to the participative leadership philosophy, how should conflict be managed?
According to the participative leadership philosophy, how should conflict be managed?
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What kind of atmosphere does participative leadership aim to create?
What kind of atmosphere does participative leadership aim to create?
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What does Lord Acton's famous quote imply about the nature of power?
What does Lord Acton's famous quote imply about the nature of power?
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What type of power is described as the ability to offer resources and rewards?
What type of power is described as the ability to offer resources and rewards?
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What role does technical competence play in participative leadership?
What role does technical competence play in participative leadership?
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What should leaders accept regarding the relationship between organizations and individuals?
What should leaders accept regarding the relationship between organizations and individuals?
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Study Notes
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
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Description
Explore the concepts of leadership authority in organizational structures through both top-down and bottom-up perspectives. Understand how power dynamics influence authority and the conditions for accepting directives in a workplace context.
