Professional Documents
Culture Documents
Organizational Change
Leadership & Power
Roger N. Nagel
Senior Fellow & Wagner Professor
Lehigh University
1
Bases of Power:
¾ Formal Power organizational behavior
¾ Information Power
¾ Personal Power stephenp. robbins
¾ Dependency Power 2
Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.
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Leadership
LeadershipTraits:
Traits:
•• Ambition
Ambitionand
andenergy
energy
•• The
Thedesire
desireto
tolead
lead
•• Honest
Honestand
andintegrity
integrity
•• Self -confidence
Self-confidence
•• Intelligence
Intelligence
•• High
Highself -monitoring
self-monitoring
•• Job -relevant knowledge
Job-relevant knowledge
5
Production-Oriented Leader
One who emphasizes technical
or task aspects of the job.
E X H I B I T 11–1
E X H I B I T 11–1
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8
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10
E X H I B I T 12–1
E X H I B I T 12–1
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Page 356
Leadership
Leadership
TRUST
TRUST
and
and
INTEGRITY
INTEGRITY
13
E X H I B I T 12–2
E X H I B I T 12–2
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14
Lehigh University
Roger N. Nagel © 2006
Three Types of Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated.
Knowledge-based Trust
Trust based on behavioral
predictability that comes from a
history of interaction.
Identification-based Trust
Trust based on a mutual understanding of each other’s
intentions and appreciation of the other’s wants and desires.
15
16
Charismatics
CharismaticsInfluence
InfluenceFollowers
FollowersBy:
By:
1.
1. Articulating
Articulatingthe
thevision
vision
2.
2. Setting
Settinghigh
highperformance
performanceexpectations
expectations
3.
3. Conveying
Conveyingaanew
newset
setof
ofvalues
values
4.
4. Making
Makingpersonal
personalsacrifices
sacrifices
18
Lehigh University
Roger N. Nagel © 2006
Beyond Charismatic Leadership
Level 5 Leaders
¾ Possess a fifth dimension—a paradoxical blend of personal
humility and professional will—in addition to the four basic
leadership qualities of individual capability, team skills,
managerial competence, and the ability to stimulate others to
high performance.
¾ Channel their ego needs away from themselves and into the
goal of building a great company.
20
23
Elements
Elementsof ofEmotional
Emotional
Intelligence
Intelligence: :
••Self-awareness
Self-awareness
••Self-management
Self-management
••Self-motivation
Self-motivation
••Empathy
Empathy
••Social
Socialskills
skills Page 368
Page 368
24
Team
TeamLeadership
LeadershipRoles
Roles: :
•• Act
Actas
asliaisons
liaisonswith
with
external
externalconstituencies.
constituencies.
•• Serve
Serveas
astroubleshooters.
troubleshooters.
•• Managing
Managingconflict.
conflict.
•• Coaching
Coachingto
toimprove
improveteam
team Lee Iacocca
member
memberperformance
performance
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25
Actions
Actions::
•• Work
Workto topositively
positivelychange
changethethe
attitudes
attitudesand
andbehaviors
behaviorsof of
employees.
employees.
•• Engage
Engagein insocially
sociallyconstructive
constructive
behaviors.
behaviors.
•• Do
Donot
notabuse
abusepower
poweror oruse
use
improper
impropermeans
meansto toattain
attaingoals.
goals.
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Page 373
29
30
Bases of Power:
¾ Formal Power organizational behavior
¾ Information Power
¾ Personal Power stephenp. robbins
¾ Dependency Power 2
I Am Proud to Be a Member of the Chinese Nation and to Consider Myself a Citizen of the
World. As a Son of the Chinese People, I Dearly Love My Country and My Compatriots.
---Deng Xiaoping http://www.cbw.com/asm/xpdeng/quicksurvey.html
A Definition of Power
Power
The capacity that A has to influence
the behavior of B so that B acts in
accordance with A’s wishes. A B
Dependency
B’s relationship to A when
A possesses something
that B requires.
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Page 390
Coercive Power
A power base dependent on fear.
Reward Power
Compliance achieved based on
the ability to distribute rewards
that others view as valuable Page 390 36
Page 390
Information Power
Power that comes from
access to and control
over information.
37
Charismatic Power
An extension of referent power stemming from an
individual’s personality and interpersonal style. 38
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