Chapter 8: Power and Leadership

By :

1. AILLEY SUNGKI
2. AZNIDA BINTI AMIN KADDA
UNIVERSITI TEKNOLOGI MARA 3. NOR SYAHRA BINTI AJINIM
4. NUR SAKINAH AG SALMAN
5. ESTHER GRACE NICHOLAS MOJUGIT
6. MOHD NAZRULLAH SAFWANEZAN BIN EJAN

For :
GROUP PRESENTATION MGT430

28TH APRIL 2018

UITM, SABAH
Learning Facilitator :
DGKU ALMAHIRAH BINTI AWANG KEE
PRESENTATION
For

MGT430
Introduction to Power

- Ability to influence other people: Capacity to affect the behaviour of the subordinate with the control of
resources.

Introduction to Leadership

- Ability to influence other people: Creates an inspiring vision of the future. Motivates and inspires people
to engage with that vision.
PRESENTATION
For

MGT430
Types of Power

1. Legitimate Power - based on position and mutual agreement.

2. Reward Power - based on the agent's/manager's ability to control rewards the target/employee wants.

3. Coercive Power - opposite of reward power : based on a manager's ability to cause an unpleasant

experience for its people.

4. Expert Power - exists when the agent has information or knowledge that the target needs : based on

the proverb, "knowledge in power“.

5. Referent Power - elusive power that is based on interpersonal attraction : charismatic individuals are

often thought to have referent power.

PRESENTATION
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MGT430
Empowerment and Delegation

Empowerment : sharing of power in such a way that individuals learn to believe in their ability to do the job.

Four dimensions:
1. Meaning: A fit between the work role and the employees values and beliefs.
2. Competence: A belief that one has the ability to do the job well.
3. Self-determination: Having control over the way one does one's work.
4. Impact: The belief that one's job makes a difference within the organization.

Power is a very useful tool :

- Use power in ethical ways.
- Understand and use all the various types of power and influence.
- Seek out jobs in the organization that allow you to develop your power skills.
- Use power tempered by self-restraint and maturity.
- Accept that influencing people is an important part of a manager's job.
PRESENTATION
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MGT430
Leadership Theories

- The …..

Competency/Traits/The Great Man Approach

- The …..
PRESENTATION
For

MGT430 Behaviour Approach

- Based upon the belief that great leaders are made, not born.
- Focuses on the actions of leaders, not on mental qualities or internal states.

- People can learn to become leaders through teaching and observation.

Ohio State University Studies

(i) Task Oriented behaviour
- It refers to the leader’s behaviours on the organizational structure, the operating
procedures (S.O.P.) and they like to keep control
- Establish well defined patterns of organisation. (set goals and deadlines)
- Develop channels of communications and methods or procedures.
(established work procedures)
- To supervise the activities of employees. (assign work, clarify responsibility)

(ii) People Oriented behaviour

- Focusing their behaviour on ensuring that the inner needs of the people are
satisfied
- Seek to motivate their staff trough emphasizing the human relation
- Concern for the welfare of employees
- Listen to employees
- Encouraging employees
- Observe and recognize employee contribution
PRESENTATION
For

MGT430 Managerial Grid (Leadership Grid)

High Countnry Team

Club Management
Management
CONCERN
Medium Middle of the
FOR
road
PEOPLE
Management
Low Impoverished Authority-
management compliance
Low Medium High
CONCERN FOR PRODUCTION (TASK)
Impoverished Management
-These leaders have minimal concern for people and production
-Priority to seek solution that would not bring any negative focus to themselves or their
department
- Employee have a high degree of dissatisfaction
- No harmony within the group
- High turnover in the organization
- Inefficient operation of the organization
PRESENTATION
For

MGT430
Country Club Management
- These leaders will go above and beyond to ensure that the needs and desires of his
employees are met
- Employees are happy
- Good team harmony
- Low productivity due to lack attention on task

Middle of the road

- These leaders balance out the needs of their staff with those of the organization
- Dedicate minimal efforts towards facilitating the achievements of their staff or the
production results in average or below average levels
- Employees are not really discontent
- Good harmony within the group
- Average performance of the organization
PRESENTATION
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MGT430
Authority Compliance
- These leaders focus all of their attention to production-related matters and very little
towards the needs of their employees.
- Employees experience a high level of dissatisfaction
- High level of conflict within the group
- High employee turnover in the organization

Team Management
- The most effective leadership style
- These leader will contribute and are committed, can motivate and are motivated while
holding the belief that trust, respect, commitment and employee empowerment are
essential for fostering a team environment where team members are motivated, thus
resulting in maximum employee satisfaction.
- Employees are forming a highly cohesive team
- Employees are satisfied
- Employees are motivated and work as a team
- Low employee turnover in the organization
- Efficient organization
PRESENTATION
For
CONTINGENCIES APPROACH
MGT430 Approaches that seek to delineate the characteristics of
situations and followers and examine the leadership styles that
can be used effectively

Situational Theory
- According to this theory, the most effective leaders are those that are
able to adapt their style to the situation and look at cues such as the
type of task, the nature of the group, and other factors that might
contribute to getting the job done.

Path-Goal Theory
- A contingency approach to leadership in which the leader’s
responsibility is to increase subordinates’ motivation by clarifying the
behaviors necessary for task accomplishment and rewards
PRESENTATION
For
Hersey and Blanchard’s
MGT430 Situational Theory of Leadership (adapted)

Situational leadership theory is often referred to as the Hersey-Blanchard Situational

Leadership Theory, after its developers, Dr. Paul Hersey, author of "The Situational Leader,"
and Kenneth Blanchard, author of "One-Minute Manager."

Follower Characteristics Appropriate Leader Style

Low Maturity Telling

Medium Maturity (1) Selling

Medium Maturity (2) Participating

High Maturity Delegating

PRESENTATION
For
Path-Goal Theory of Leadership
MGT430 The Path-Goal Theory of Leadership was developed to describe the way that leaders encourage
and support their followers in achieving the goals they have been set by making the path that
they should take clear and easy.
In particular, leaders:
•Clarify the path so subordinates know which way to go.
•Remove roadblocks that are stopping them going there.
•Increasing the rewards along the route.

Situation Leader Behavior Impact on Follower Outcome

Followers lack Supportive Increases confidence to
self-confidence Leadership achieve work outcomes

Directive Clarifies path to

Ambiguous job
Leadership reward Increased
effort;
Achievement improved
Lack of job Set and strive for high satisfaction
-Oriented
challenge goals and
Leadership
performance
Set and strive for high
Incorrect Participative goalsClarifies
reward Leadership followers’ needs to
change rewards
PRESENTATION
For

MGT430
Contemporary Approach
- Transformational and Transactional Theory