Chapter 8/Influence Tactics of Leaders

2

Influence

The ability to affect the behavior of others in a particular direction, whereas power is the potential or capacity to influence.

3

Leader Traits Leader Power

Leader Behavior

Simple RequestsInfluence Tactics

Role ModelingRewardingPunishingInstructing

Influence OutcomeCommitment, Compliance,

or resistance

End ResultsGroup success

or failure

Situational Variables

4

Leader’s Influence

A Leader’s influence behavior has a direct impact on how the target responds to the influence attempt.

Outcomes Commitment - Indicates the highest

degree of success. Compliance - The influence attempt is

partially successful. Resistance - Is the unsuccessful attempt.

5

Description and Explanation ofInfluence Tactics

Is it Right? Is it Fair? Who gets hurt? Would you be comfortable if the details of your

decision or actions were made public in the media or through electronic mail?

What would you tell your child, sibling, or young relative to do?

How does it smell?

6

Essential Ethical and Honest Tactics

Leading by Example - acting as a positive role model Rational Persuasion - Using logical arguments and factual

evidence Developing a Reputation as a Subject Matter Expert -

Effective Strategy for gaining influence Exchanging Favors and Bargaining - Exchanging favors to

another person to achieve a work goal Getting Network Members to Support Your Position -

Networking is an important strategy for career management Legitimating a Request - Make sure your influence attempt

is within your authority

7

Essentially Ethical and Honest Tactics Cont..

Inspirational Appeal and Emotional Display - Leader is supposed to inspire others

Personal Magnetism - captivating, inspiring personality with charm and charismatic-like qualities

Consultation - Consulting with others is a leadership style and influence technique

Forming Coalitions - Specific arrangements of parties working together to combine their power

Team Play - Getting work accomplished by being a team player

8

Essentially Dishonest and Unethical Tactics Deliberate Machiavellianism - Ruthlessly manipulates others Gentle Manipulation of People and Situations - Bandwagon

Technique Undue Pressure - When rewards become bribes for

compliance and threats become severe Game Playing - Playing Games Debasement - demeaning or insulting oneself to control

behavior Upward Appeal - Getting a person with more formal authority to

do the influencing Silent Treatment - SHHHHHHHHHHHHH!!!!! Ingratiation - Getting somebody else to like you by

manipulating them Joking and Kidding - HA HA HA

9

Ethical Continuum

Blatantly Unethical

1. Deliberate Machiavellianism

2. Gentle Manipulation of People and Situations

3. Undue Pressure

4. Game Playing

5. Debasement

6. Upward appeal

7. Silent treatment

8. Ingratiation

9. Joking and Kidding

Slightly Unethical

DEVELOPING TEAMWORK

11

Team Leadership vs.Solo Leadership

SOLO LEADER

1. Plays unlimited role

2. Strives for conformity

3. Collects acolytes4. Directs

subordinates5. Projects

objectives

TEAM LEADER

1. Chooses to limit role

2. Builds diversity

3. Seeks talent

4. Develops colleagues

5. Creates mission

12

Group Work and TeamworkADVANTAGES

More possibilities / ideas Synergy Avoid major errors Continuous improvement

and innovation Enhances job satisfaction

13

Group Work and TeamworkDISADVANTAGES

Social Loafing Groupthink Unstable arrangement of authority Can waste time

14

“…Teamwork in corporate America very often means get onboard, act like me, sound like me, don’t complain, be a good guy. That’s not teamwork. Real teamwork is that you do complain, you do speak up, you demand more from your partners.”

- James Dimon CEO, Bank One

15

Leader’s Role on a Team

Building trust and inspiring teamwork

Coaching team members towards higher levels of performance

Facilitating and supporting decisions

Expanding capabilities Creating a team identity Anticipating and influencing

change

16

Fostering TeamworkUsing Leader’s resources

Defining the team’s mission Developing a norm of teamwork Emphasizing pride in being

outstanding Serving as a model of teamwork

17

Fostering TeamworkUsing Leader’s resources (cont.)

Consensus leadership style Establishing urgency, providing direction Encourage competition with another group Encouraging the use of jargon Soliciting Feedback Minimizing Micromanagement

18

Fostering TeamworkUsing Organization Structure or Policy

Designing physical structures that facilitate communication.

Emphasizing group recognition and rewards. Initiating ritual and ceremony. Practicing open-book management.

19

Outdoor Training / Team Development

Discover your strengths and weaknesses.

Test your limits. Work together as a

team. Have fun.

20

es todo

Chapter Ten

Motivation and Coaching Skills

22

Chapter 11Chapter 11

Motivation and Motivation and Coaching SkillsCoaching Skills

23

Expectancy TheoryExpectancy Theory

Valence- the worth or attractiveness of an outcome.

Instrumentality- the probability assigned by the individual that will lead to certain outcomes.

Expectancy- probability that effort will lead to correct performance of the task.– Self-efficacy- confidence in your ability

to carry out a specific task.

24

Leadership SkillsLeadership Skillsand Behaviorsand Behaviors

Determine what levels and kinds of performance are needed to achieve organizational goals.

Make the performance level attained by the individuals being motivated.

Train and encourage people. Make the link between rewards and performance explicit. Make sure the rewards are large enough. Analyze what factors work in opposition to the

effectiveness of the reward. Explain the meaning and implications of second-level

outcomes. Understand individual differences in valences.

25

Goal TheoryGoal Theory Specific goals lead to higher performance. Performance improves in direct proportion to goal

difficulty. For goals to improve performance, the group

member must accept them. Goals are more effective when they are used to

evaluate performance. Goals should be linked to feedback and rewards. Group goal setting is as important as individual

goal setting. Learning goal orientation improves performance.

26

Behavior ModificationBehavior Modification

Positive reinforcement- reward correct response.

Avoidance reinforcement- take away an uncomfortable consequence.

Punishment- presentation of an undesirable consequence.

Extinction- decreasing the frequency of undesirable behavior by removing the undesirable consequence.

27

Using Recognition toUsing Recognition toMotivate OthersMotivate Others

Recognition and praise are considered a direct application of positive reinforcement.

Recognition programs to reward and motivate employees are a standard practice in business and nonprofit firms.

Craving recognition is a normal human need and most workers feel they do not receive enough of it.

28

Using Recognition to Using Recognition to Motivate OthersMotivate Others

ContinuedContinued

Identify a meritorious behavior and then recognize that behavior with an oral, written, or material reward.

An outstanding advantage of recognition, including praise, as a motivator is that it is no cost or low cost, yet powerful.

29

Coaching as a Leadership Coaching as a Leadership PhilosophyPhilosophy

Coaching is a way of enabling others to act and to build on their strengths.

To coach is to care enough about people to invest time in building personal relationships with them.

A major purpose of coaching is to achieve enthusiasm and high performance in a team setting.

30

Key Characteristics of Key Characteristics of CoachingCoaching

Coaching is a partnership for achieving results.

Coaching is a comprehensive and distinctive way of being linked to others in the organization.

Coaching might be explained as the “art of management.”

Coaching is a two-way process.

31

Key Characteristics of Key Characteristics of Coaching ContinuedCoaching Continued

Coaching requires a high degree of interpersonal risk and trust on the part of both people in the relationship.

Coaching generates new possibilities for action and facilitates breakthroughs in performance.

32

Concrete Contributions of Concrete Contributions of CoachingCoaching

Higher motivation.Keeps up the spirit. Administers praise and recognition

frequently.Leads to personal development.Encourages group members to cross-train

and serve as backups for each other.Improves group performance.

33

Fallacies About CoachingFallacies About Coaching

Coaching only applies in one-to-one work. Coaching is mostly about providing new

knowledge and skills. If coaches go beyond giving instruction in

knowledge and skills, they are in danger of getting into psychotherapy.

Coaches need to be expert in something in order to coach.

Coaching has to be done face-to-face.

34

Coaching Skills and Coaching Skills and TechniquesTechniques

Communicate clear expectations to group members.

Focus on specific areas that require improvement.

Listen actively.Help remove obstacles.Give emotional support.

35

Coaching Skills and Coaching Skills and Techniques ContinuedTechniques Continued

Reflect content or meaning.Give some gentle advice and guidance.Allow for modeling of desired performance

and behavior.Gain a commitment to change.Applaud good results.

36

Executive Coaching and Executive Coaching and Leadership EffectivenessLeadership Effectiveness

Counseling about weaknesses.Helping the leader understand and process

feedback.Making suggestions about self-promotion

and image enhancement.Helping achieve balance in life.Helping the leader uncover hidden assets.Giving career advice.

Chapter 11Creative Problem Solving and Leadership

Steps in the Creative ProcessSteps in the Creative Process

Step 1: Opportunity or problem recognition

Step 2: Immersion

Step 3: Incubation

Step 4: Insight

Step 5: Verification and application

Characteristics of Creative LeadersCharacteristics of Creative Leaders

Knowledge

Leader

Personality

Passion for the Task and Flow

Social Habits &

Upbringing

Intellectual Abilities

Overcoming Traditional Thinking as Overcoming Traditional Thinking as a Creativity Strategya Creativity Strategy

• Think outside the box• Don’t “harden the categories”• Develop new paradigms• Overcome traditional mental sets• Overcome traditional wisdom• Engage in lateral and vertical

thinking

Organizational Methods to Organizational Methods to Enhance CreativityEnhance Creativity

• Establishing Idea Quotas• Brainstorming• Pet-Peeve Technique• Forced-Association Technique• Excursion Method• Equipping a Kitchen For The

Mind

Self-Help Techniques To Enhance Self-Help Techniques To Enhance Creative Problem SolvingCreative Problem Solving

• Practicing Creativity-Enhancing Exercises

• Staying Alert To Opportunities• Using Multiple Senses When Seeking

Solutions• Maintaining An Enthusiastic Attitude

Self-Help Techniques To Enhance Self-Help Techniques To Enhance Creative Problem SolvingCreative Problem Solving

• Speaking to Lead Users• Having People Play “Business

Jeopardy”• Maintaining and Using and Idea

Notebook or Computer File• Playing The Roles Of Explorer,

Artist, Judge, and Lawyer

Establishing A Climate For Establishing A Climate For Creative ThinkingCreative Thinking

Leadership & Managerial Leadership & Managerial Practices For CreativityPractices For Creativity

1. Intellectual Challenge

2. Freedom To Choose The Method

3. Supplying The Right Resources

4. Effective Design Of Work Groups

5. Supervisory Encouragement

6. Organizational Support

Methods For Methods For Managing Creative WorkersManaging Creative Workers

1. Give Creative People Tools and Resources That Allow Their Work To Stand Out.

2. Give Creative People Flexibility And A Minimum Amount Of Structure.

3. Employ Creative People To Manage And Evaluate Creative Workers.

Chapter Twelve

Communication and Conflict Resolution Skills

12–48

12–49

Communication and Leadership

• Effective leaders are also effective communicators

• To be effective, the leader must synchronize verbal and nonverbal behavior

• Technology has had a meaningful impact on leaders’ communication and coordination

12–50

Inspirational Speaking and Writing

• Be credible

• Gear your message to the listener

• Sell group members on the benefits of your suggestions

• Use heavy-impact and emotion-provoking words

12–51

Inspirational Speaking and Writing (cont’d)

• Use anecdotes and metaphors to communicate meaning

• Back up conclusions with data (to a point)• Minimize language errors, junk words, and

vocalized pauses• Write crisp, clear memos, letters, and reports,

including a front-loaded message• Use a power-oriented linguistic style

12–52

Principles of Persuasion

• Liking: People like those who like them

• Reciprocity: People repay in kind

• Social proof: People follow the lead of similar others

12–53

Principles of Persuasion (cont’d)

• Consistency: People align with their clear commitments

• Authority: People defer to experts

• Scarcity: People want more of what they can have less of

12–54

Principles of Supportive Communication

• Problem oriented, not person oriented

• Descriptive, not evaluative

• Based on congruence, not incongruence

• Focused on validating, rather than invalidating, people

• Specific, not global

12–55

Principles of Supportive Communication (cont’d)

• Conjunctive, not disjunctive

• Owned, not disowned

• Requires listening as well as sending messages

12–56

Overcoming and Preventing Communication Barriers

• Be sensitive to the fact that cross-cultural communication barriers exist

• Challenge your cultural assumptions

• Show respect for all workers

• Use straightforward language, and speak slowly and clearly

12–57

Overcoming and Preventing Communication Barriers (cont’d)

• Look for signs of misunderstanding when your language is not the listener’s native language

• When the situation is appropriate, speak the language of the people from another culture

• Observe cross-cultural differences in etiquette

12–58

Overcoming and Preventing Communication Barriers (cont’d)

• Do not be diverted by style, accent, grammar, or personal appearance

• Avoid racial or ethnic identification except when it is essential to communication

• Be sensitive to differences in nonverbal communication

• Be attentive to individual differences in appearance

12–59

Figure 12-1 Conflict-Handling Styles According to the Degree of Cooperation

and Assertiveness

12–60

Conflict Management Styles

• The competitive style is a desire to win one’s own concerns at the expense of the other party, or to dominate

• The accommodative style favors appeasement, or satisfying the other’s concerns without taking care of one’s own

• The sharing style is halfway between domination and appeasement

12–61

Conflict Management Styles (cont’d)

• The collaborative style reflects a desire to fully satisfy the desires of both parties

• The avoidant style combines unassertiveness and a lack of cooperation

12–62

Negotiating and Bargaining

• Conflicts can be considered situations calling for negotiating and bargaining, or conferring with another person in order to resolve a problem

• Two approaches to negotiation:– Distributive bargaining– Integrative bargaining

12–63

Negotiation Techniques

• Begin with a plausible demand or offer

• Focus on interests, not position

• Search for the value in differences between the two sides

• Be sensitive to international differences in negotiating style

12–64

12–65

Summary

• Effective leaders are effective communicators

• Leaders may develop inspirational and powerful speaking and writing by following a set of suggestions

• A power-oriented linguistic style is one way to communicate with inspiration and power

12–66

Summary (cont’d)

• Leaders can improve their communication by following the six principles of persuasion

• Skill can also be developed in using nonverbal communication

• Supportive communication leads to effective leadership by enhancing communication between two people

12–67

Summary (cont’d)

• Overcoming cross-cultural communication barriers is another leadership challenge

• Leaders must also be skilled in conflict management and negotiations

Chapter Thirteen

Strategic Leadership and Knowledge Management

13–69

The Nature of Strategic Leadership

Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization

Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization

13–70

SWOT Analysis

• Represents an effort to examine the interaction between the particular characteristics of an organization or organizational unit and the external environment

13–71

Examples of SWOT Elements

• Strengths: Favorable location, talented workers, state-of-the-art equipment

• Weaknesses: Unfavorable location, outdated equipment, limited capital

• Opportunities: Culturally diverse customer base, changes in technology, deregulation

• Threats: Ecommerce, declining market, new competitors

13–72

Business Strategy Levels

• Corporate-level strategy asks, “What business are we in?”

• Business-level strategy asks, “How do we compete?”

• Functional-level strategy asks, “How do we support the business-level strategy?”

13–73

Sample Strategies

• Differentiation

• Cost leadership

• Focus

• High quality

• Imitation

• Strategic alliances

• Growth through acquisition

13–74

13–75

Sample Strategies (cont’d)

• High speed and first-mover strategy• Product and global diversification• Sticking to core competencies• Brand leadership• Creating demand by solving problems• Conducting business on the Internet• Peoplepalooza (competitive advantage

through hiring talented people)

13–76

Knowledge Management andthe Learning Organization

• Knowledge management is the systematic sharing of information to achieve such goals as innovation, nonduplication of effort, and competitive advantage

• A learning organization is one that is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights

13–77

Figure 13-2 Where

Corporate Knowledge

Lives

Chapter Fourteen

International and Culturally DiverseAspects of Leadership

13–79

Work Force Trends

• The average age of the work force is increasing

• White males now constitute less than 50 percent of the work force

• An increasing number of new entrants into the work force are women and people of color

13–80

13–81

Advantages of Managing for Diversity

• Reduction of turnover and absenteeism costs

• Offers a marketing advantage• Advantage in recruiting and retaining

talented people• Unlocks the potential for excellence• A creativity advantage and improved

problem-solving and decision-making

13–82

Multicultural Leader

A leader with skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles

13–83

Figure 14-2 Dimensions of Individual Values

13–84

European Styles of Management

• French managers (who are typically part of an elite class) behave in a superior, authoritarian manner.

• German middle managers tend to avoid uncertainty, are assertive, and are not terribly considerate of others

13–85

Malaysian Managers

• Emphasize collective well-being (collectivism) and display a strong humane orientation

• The culture discourages aggressive, confrontational behavior, preferring harmonious relationships

13–86

Culturally Sensitive Leader

• Willing to acquire knowledge about local customs

• Willing to learn to speak the language

• Patient

• Adaptable

• Flexible

• Willing to listen and learn

13–87

Cultural Intelligence (CQ)

… an outsider’s ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would.

13–88

Facets of Cultural Intelligence (CQ)

• Cognitive CQ (head)

• Physical CQ (body)

• Emotional/motivational CQ (heart)

13–89

Global Leadership Skills

• Behavioral complexity that allows the leader to attain corporate profitability and productivity, continuity and efficiency, commitment and morale, and adaptability and innovation

• Stewardship• Ability to satisfy three metavalues including:

community, pleasure, and meaning

13–90

Global Leadership Skills

• Cultural sensitivity

• Culturally adventurous

• Good command of a second language

13–91

13–92

Cultural Diversity Initiatives

• Hold managers accountable for achieving diversity

• Establish minority recruitment, retention, and mentoring programs

• Conduct diversity training

13–93

Cultural Diversity Initiatives (cont’d)

• Conduct intercultural training

• Encourage the development of employee networks

• Avoid group characteristics when hiring for person-organization fit

13–94

Inter-Cultural Training

A set of learning experiences designed to help employees understand the customs, traditions, and beliefs of another language

13–95

Figure 14-4 The Multicultural Organization

ChapterFifteen

Leadership Development and Succession

15–97

Self-Help Leadership Development

• Self-awareness involves insightfully processing feedback about oneself to improve personal effectiveness

• Levels of self-awareness– Single-loop learning– Double-loop learning

• Self-discipline is mobilizing one’s efforts and energy to stay focused on attaining an important goal

15–98

Figure 15-1 Single-Loop Learning Versus Double-Loop Learning

15–99

Factors Contributing toLeadership Development

• Education• Experience

– Challenging experiences– Broad experience– Pivotal life experiences

• Mentoring– Formal– Informal

15–100

15–101

Figure 15-2 Continuum of Practical Options for Multifunctional Managerial

Development

15–102

Types of Leadership Development Programs

• Feedback-Intensive Programs

• Skill-Based Programs

• Conceptual Knowledge Programs

• Personal Growth Programs

• Socialization Programs

• Action Learning Programs

• Coaching and Psychotherapy

15–103

Traditional Approach to Evaluation

• Specify objectives

• Measure extent to which two objectives were met– Participants’ acquisition of new skills– Improved organizational effectiveness

15–104

Evaluation Through Domains of Impact Types of Competency Domains

• Intrapersonal skills

• Interpersonal skills

• Leadership skills

• Business skills

15–105

Leadership Succession

• An orderly process of identifying and grooming people to replace managers

• Succession planning is linked to leadership development in two ways– Being groomed as a successor is part of

leadership development– The process of choosing and fostering a

successor is part of a manager’s own development

15–106

Developing a Pool of Successors

• Evaluate the extent of an organization’s pending leadership shortage

• Identify needed executive competencies• Identify high-potential individuals for

possible inclusion in the pool• Establish an individually tailored

developmental program for each potential candidate

15–107

Developing a Pool of Successors (cont’d)

• Select and place people into senior jobs based on their performance, experience, and potential

• Continuously monitor the program and give it top management support

15–108

15–109

Six Levels of the Leadership Pipeline (at GE)

1. Managing individual contributions

2. Managing managers

3. Being a functional manager

4. Being a business manager

5. Being a group manager

6. Being an enterprise manager