Chapter 8 Leadership Authority PDF

Because learning changes everything. ® Chapter 8 Leadership Authority © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of M...

Because learning changes everything. ® Chapter 8 Leadership Authority © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.  Leadership Authority The pyramid of authority serves as the basis of most classical organizational structures Top-down Leadership authority is based on position in a social hierarchy Power flows from the highest level to the lowest Bottom-up In an organizational pyramid, workers support managers and supervisors who in turn support executives © McGraw-Hill Education 2  Figure 8.1: Classical Organizational Structure Jump to: Figure 8.1: Classical Organization al Structure, Appendix © McGraw-Hill Education 3  Top-Down View Traditional view of leadership authority in the United States The right of authority is derived from the right of private property Owners have the right to manage their affairs as they decide, as long as they do not violate the rights of others Authority may be delegated to executives, managers, or supervisors © McGraw-Hill Education 4  Bottom-Up View Contends that power flows from below because people can always reject a directive Saying “yes” or “no” affirms or denies the authority of others Leaders must make sure that directives fall within their subordinates’ zones of acceptance If not, orders may be met with resistance and hostility © McGraw-Hill Education 5  Bottom-Up View, 2 Order will be accepted if four conditions are met: One understands the order One believes the order is consistent with the organization’s goals One believes that the order is compatible with his or her interests One is mentally and physically able to comply © McGraw-Hill Education 6  Top-Down and Bottom-Up Views By accepting employment, employees acknowledge: Authority of owners and managers to make decisions and give orders Their duty to comply and obey Servant leadership approach Recognizes both the top-down and bottom-down views Addresses the interdependent nature of the leadership-follower condition © McGraw-Hill Education 7  Servant Leadership Management author Robert Greenleaf states that servant leadership is a “calling to serve”: It begins with a feeling that one cares about people and wants to help others A conscious choice causes one to aspire to lead The great leader is a servant first – that is the secret of his or her greatness. © McGraw-Hill Education 8  Servant Leadership, 2 Servant leadership… Involves a generous orientation that fulfills the value of giving Encourages trust, listening, and ethical use of power and empowerment Uses the Upside-down pyramid approach “If you are all wrapped up in yourself, you are overdressed.” – Mark Twain © McGraw-Hill Education 9  Servant Leadership, 3 Four questions all servant leaders should ask all employees: 1. What is going right? 2. What can be improved? 3. Do you have what you need? 4. How can I help you achieve your goals? © McGraw-Hill Education 10  Access, Communication, and Support The servant leader shows commitment to people through: Access – being available People need contact and support Communication – listening effectively Meetings allow opportunities to share information, anticipate problems, and gather momentum Support – providing guidance Praise without a support is an empty gesture © McGraw-Hill Education 11  Figure 8.3: The Upside-Down Pyramid Approach Jump to: Figure 8.3: The Upside-Down Pyramid App roach, Appendix © McGraw-Hill Education 12  Access, Communication, and Support, 2 Have a genuine desire to serve others Lead from core values Have courage and self-discipline Establish trusting relationships Are purpose driven Behave as they do because of personal conviction © McGraw-Hill Education 13  Military Leaders Focus on the well-being and development of their soldiers, sailors, airmen, marines, and coast guard Put the needs of their subordinates before their own Lead by principle – “Mission first, soldiers always” “The leader’s job is to make sure his personnel are successful. Their job is not to make the leader look good.” – Anthony Early, PG&E CEO and former naval officer © McGraw-Hill Education 14  Participative Leadership Philosophy Participative leadership allows you to tap into the constructive power of people and create a humanistic and productive workplace The process begins with involving people, then achieving understanding, then achieving commitment © McGraw-Hill Education 15  Participative Leadership Philosophy, 2 Full and free communication, regardless of rank or power Reliance on consensus to manage conflict Influence based on technical competence and knowledge Atmosphere that permits and encourages emotional expression and task-oriented acts Acceptance of the inevitability of conflict between the organization and individuals and a willingness to cope with it rationally © McGraw-Hill Education 16  Negative Consequences and Power “Nearly everyone can stand adversity, but if you want to test a person’s true character, give him power.” –Abraham Lincoln “Half of the harm that is done in this world is caused by people who have power and want to feel important.” – T.S. Eliot “Power tends to corrupt; absolute power corrupts absolutely.” – Lord Acton © McGraw-Hill Education 17  Negative Consequences and Power, 2 There was a dramatic performance difference in a study of two Intensive Care Units First group unquestioningly followed the lead of an autocratic physician in charge Second group functioned as a team of colleagues, all of whom could make suggestions Autocratic group had higher turnover, lower efficiency, and twice the rate of patient deaths © McGraw-Hill Education 18  Table 8.1: Sources and Types of Power Power of the Position Power of the Person Based on what leaders can offer to Based on how leaders are viewed by others. others. Reward power is the power of resources Expert power is the capacity to and awards. It’s the capacity to offer influence others because of expertise, something of value as a means of specialized knowledge, good judgment, influencing others. or skill. Coercive power is the capacity to Referent power is the power of punish as a means of influencing others. relationships. It is the capacity to Coercive power is leadership by influence others because of their desire intimidation. It operates primarily on the to identify with the leader. Unselfish principles of fear. motives and virtuous character raise the trust and respect of followers. Being admired as a role model brings referent power to the leader. © McGraw-Hill Education 19  Table 8.1: Sources and Types of Power, 2 Power of the Position Power of the Person Legitimate power is the capacity to Rational power is the capacity to influence others by virtue of formal influence others because of well- authority or the rights of office. developed reasoning and problem- solving ability. Intelligence, logic and the mastery of rhetoric increase rational power. Information power comes from having Charisma power is the ability to access to data and news of importance motivate and inspire others by force of to others. Keepers of standards, rules, personal traits, including optimism, regulations, and arcane facts have sense of adventure, and commitment to information power. a cause. Charisma power transforms people to achieve superior performance. © McGraw-Hill Education 20  Psychological Size Has relevance for people in authority positions Power can influence the communication process Employees are in a weaker position and depend on the leader Relationships can be affected People may fear a leader’s power and inhibit their behavior © McGraw-Hill Education 21  Figure 8.5: Abuse of Psychological Size Jump to: Figure 8.5: Abuse of Psychological Size, Appendix © McGraw-Hill Education 22  Psychological Size, 2 Factors that contribute to psychological bigness: High-status position Use of terminal statements so that no disagreement is possible Formal, distant manner Know-it-all, superior attitude Commanding physical appearance Power to make decisions Use of sarcasm and ridicule Job competence Cruel and punishing remarks Ability to express oneself Interrupting and shouting at others Public criticism © McGraw-Hill Education 23  Psychological Size, 3 Negative factors that contribute to psychological bigness: Use of sarcasm and ridicule Use of terminal statements so that no disagreement is possible Formal, distant manner Cruel and punishing remarks Know-it-all, superior attitude Interrupting and shouting at others Public criticism © McGraw-Hill Education 24  Equalizing Psychological Size A leader reducing their own size can result in the loss of respect A leader should instead focus on raising the psychological size of others by: Listening Showing genuine interest in people Model an open and honest style of communication Give people a project that they can grow into to build pride and commitment and increase productivity © McGraw-Hill Education 25  Guidelines for Two-Way Communication Stop talking Put the talker at ease Show that you want to listen and remove distractions Empathize with the person Be patient Hold your temper Go easy on argument and criticism Ask questions Encourage clarification Stop talking © McGraw-Hill Education 26  End of Main Content Because learning changes everything. ® www.mheducation.com © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.