Chapter 14

 What is leadership?

• • Ability to influence employees to voluntarily pursue organizational goals.

• •  Responsible for controlling an organization, a group, or a set of entities to achieve a particular objective.

 What is Management?

• • Ability to influence employees to voluntarily pursue organizational goals.

• •  Responsible for controlling an organization, a group, or a set of entities to achieve a particular objective.

Select what is true about Leadership and Management;

• • Leadership inspire others, provide emotional support, and try to get employees to rally around a common goal. 

• Leaders also play a key role in creating a vision and strategic plan for an organization.

• • Managers typically perform functions associated with planning, investigating, organizing, and control, and leaders focus on influencing others. 

• • Managers, in turn, are charged with implementing the vision and plan. We can draw several conclusions from this division of labor.

• They are both the same!

The six sources of power;

• • Legitimate power

  • Reward power

  • Coercive power

  • Expert Power

  • Referent Power

  • Informational Power

• • Legitimate power

  • Reward power

  • Coercive power

  • Inexpert Power

  • Referent Power

  • Informational Power

• • Legitimate power

  • Punish power

  • Coercive power

  • Expert Power

  • Referent Power

  • Informational Power

The six sources of power; Legitimate power

• • Influencing Behavior Because of One’s Formal Position

• •  Influencing Behavior by Promising or Giving Rewards

• Results from managers’ authority to punish their subordinates

• • Influencing Behavior Because of One’s Expertise

• • Influencing Behavior Because of One’s Personal Attraction

The six sources of power; Reward power

• •  Influencing Behavior by Promising or Giving Rewards

• Results from managers’ authority to punish their subordinates

• • Influencing Behavior Because of One’s Expertise

• • Influencing Behavior Because of One’s Personal Attraction

• • Influencing Behavior Because of the Logical and/or Valuable Information One Communicates

The six sources of power; Coercive power

• •  Influencing Behavior by Promising or Giving Rewards

• Results from managers’ authority to punish their subordinates

• • Influencing Behavior Because of One’s Expertise

• • Influencing Behavior Because of One’s Personal Attraction

• • Influencing Behavior Because of the Logical and/or Valuable Information One Communicates

The six sources of power; Expert power

• •  Influencing Behavior by Promising or Giving Rewards

• Results from managers’ authority to punish their subordinates

• • Influencing Behavior Because of One’s Expertise

• • Influencing Behavior Because of One’s Personal Attraction

• • Influencing Behavior Because of the Logical and/or Valuable Information One Communicates

The six sources of power; Referent power

• •  Influencing Behavior by Promising or Giving Rewards

• Results from managers’ authority to punish their subordinates

• • Influencing Behavior Because of One’s Expertise

• • Influencing Behavior Because of One’s Personal Attraction

• • Influencing Behavior Because of the Logical and/or Valuable Information One Communicates

The six sources of power; Informational power

• •  Influencing Behavior by Promising or Giving Rewards

• Results from managers’ authority to punish their subordinates

• • Influencing Behavior Because of One’s Expertise

• • Influencing Behavior Because of One’s Personal Attraction

• • Influencing Behavior Because of the Logical and/or Valuable Information One Communicates