week 4- chapter 15 leadershipsv (2).pdf

Alienated follower a person who is an independent

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Alienated follower . A person who is an independent, critical thinker but is passive in the organisation Conformist . A follower who participates actively in the organisation but does not use critical thinking skills Exhibit 15.11 Power and influence Power is the potential ability to influence the behaviour of others. Hard power is power that stems largely from a person’s position of authority and includes legitimate, reward and coercive power. Soft power includes expert power and referent power, which are based on personal characteristics and interpersonal relationships more than on a position of authority. Influence is the effect that a person’s actions have on the attitudes, values, beliefs or behaviour of others.
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26/03/2019 11 Different types of power ‘Hard’ position power Legitimate power comes from a formal management position in an organisation and the authority granted to it. Reward power stems from the manager’s authority to bestow rewards on others. Coercive power , the opposite of reward power, refers to the manager’s authority to punish or recommend punishment. Personal ‘soft’ power Expert power results from a leader’s special knowledge or skill. Referent power comes from the personality characteristics that command subordinates’ identification, respect and admiration, which they wish to emulate. Other sources of power Personal effort . People who show initiative, work beyond what is expected of them, take on undesirable but important projects, and show interest in learning about the organisation and industry often gain power as a result. Network of relationships . People who are enmeshed in a network of relationships have greater power. Information . Information is a primary business resource, and people who have access to information and control over how and to whom it is distributed are typically powerful.
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26/03/2019 12 In-lecture activity MCQs through Mindtap (only available for 1 week from lecture date) Remember, some of these MCQs will appear at your final exam! Post Lecture activity Case study: DGL International Textbook Ch 15 (p. 653) 1. What leadership style did John Terril use? What do you think was his primary source of power? 2. Based on Hersey-Blanchard model, described on page 630, should Terril have been less participative? Should he have initiated more task structure for the engineers? Explain.
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26/03/2019 13 Next week… Topic 5 - Ethics and social responsibility Samson, Donnet and Daft (2017), Chapter 5 Pre-Lecture Activity (complete via publisher site - Mindtap) - What is your level of ethical maturity?
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  • Fall '19
  • DGL International, Dr Shamika Almeida, John Terril

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