Dr,Jerry L,Huxell
Organizational Behavior
Leadership,Power,Conflict and
Negotiation
Dr,Jerry L,Huxell
Leadership versus Management
? Leadership – the ability to influence a
group towards the achievement of goals –
coping with change
? Management – the use of authority
inherent in designated formal rank to
obtain compliance from organizational
members – coping with complexity
? Organizations need both for optimal
effectiveness
Dr,Jerry L,Huxell
Leaders versus Managers
? Managers are people who do things right
and leaders are people who do the right
things
? Managers are concerned about how things
get done and leaders are concerned with
what the things mean to people
Dr,Jerry L,Huxell
Definition of Leadership
? The process of influencing others to
understand and agree about what needs
to be done and how it can be done
effectively,and the process of facilitating
individual and collective efforts to
accomplish the desired objectives
Dr,Jerry L,Huxell
Trait Theories of Leadership
? Theories that consider personality,social,
physical or intellectual traits to differentiate
leaders from non-leaders – leaders are born
– Ambition and energy
– Desire to lead
– Honesty and integrity
– Self-confidence
– Intelligence
– Job-relevant knowledge
– High self-monitors
Dr,Jerry L,Huxell
Behavior Approach
? Focuses on what leaders actually do and
how they do it – leadership traits can be
taught
– Consideration (people oriented) – job
relationships characterized by mutual trust,
communication and respect
– Initiating structure (task oriented) – defining
and structuring roles,planning and controlling
Dr,Jerry L,Huxell
Contingency or Situational
Approach
? Theories that explain leadership
effectiveness in terms of different
situations
– Characteristics of followers
– Nature of work
– Type of organization
– External conditions
Dr,Jerry L,Huxell
Fiedler’s Model
? The theory that effective groups depend
on a proper match between a leader’s
style of interacting with subordinates and
the degree to which the situation gives
control and influence to the leader
– Leader-member relations
– Task structure
– Position power
Dr,Jerry L,Huxell
Hersey and Blanchard’s Theory
? The situational-leadership theory (SLT) is
a contingency theory that focuses of
followers’ readiness (ability and
willingness)
? As follower readiness increases,the need
for leader support and supervision
decreases
Dr,Jerry L,Huxell
Leader-Member Exchange Theory
? Leaders create in-groups and out-groups,
and subordinates with in-group status will
have higher performance ratings,less
turnover,and greater satisfaction with their
superior
Dr,Jerry L,Huxell
Path-Goal Theory
? The key role of the leader is to clear the
path for subordinates and to provide
direction and/or support
? Leadership behaviors
– Supportive leadership
– Directive leadership
– Participative leadership
– Achievement-oriented leadership
Dr,Jerry L,Huxell
Leader-Participation Model
? A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situations
? Somewhat too complex for a manager to
use
Dr,Jerry L,Huxell
Trust
? A positive expectation that another will not
– through words,actions,or decisions –
act opportunistically
? Takes time to form,building incrementally
and accumulating
? A willingness to take risks
? Dimensions,integrity,competence,
consistency,loyalty,and openness
Dr,Jerry L,Huxell
Charismatic Leadership
? Followers make attributions of heroic or
extraordinary leadership abilities when
they observe certain behaviors
– Vision and articulation
– Personal risk
– Environmental sensitivity
– Sensitivity to follower needs
– Unconventional behavior
Dr,Jerry L,Huxell
Transactional Leadership
? Use power derived from rewards and
punishments to influence their followers
? Create visions that do not capture the
emotional spirit of their followers to task
objectives
? Manage by exception
Dr,Jerry L,Huxell
Transformational Leadership
? Articulate a clear and appealing vision
? Act confidently and optimistically
? Express confidence in followers treats
people individually
? Use dramatic,symbolic actions to
emphasize key values
? Lead by example
Dr,Jerry L,Huxell
Emotional Intelligence
? Self-awareness – know oneself
? Self-management - control
? Self-motivation - achieve
? Empathy - sensitivity
? Social skills - relationships
Dr,Jerry L,Huxell
Team Leadership
? Team leaders must manage the team’s
external boundary and facilitate the team
process
– Liaisons with external constituencies
– Troubleshooters
– Conflict managers
– Coaches
Dr,Jerry L,Huxell
Self-Leadership
? Model self-leadership
? Encourage employees to create self-goals
? Encourage the use of self-rewards to
strengthen and increase desirable
behaviors
? Create positive thought patterns
? Create a climate of self-leadership
? Encourage self-criticism
Dr,Jerry L,Huxell
Mentoring
? A mentor is a senior employee who
sponsors and supports a less-experienced
employee (a protégé)
– Listens well
– Able to empathize
– Shares experiences
– Acts as a role model
– Provides political guidance
Dr,Jerry L,Huxell
Power and Influence
? Power is the capacity or potential to
influence the behavior of others – changes
as situations and individuals change
? Influence is the process by which people
successfully persuade others to follow
their advice,suggestions or orders
? Outcomes are commitment,compliance,
or resistance
Dr,Jerry L,Huxell
Bases of Power
? Coercive power - fear
? Reward power
? Legitimate power - formal position
? Information power
? Expert power – special skills
? Referent power – personal traits
? Charismatic power - personality
Dr,Jerry L,Huxell
Power Tactics
? Reason
? Assertiveness
? Friendliness
? Coalition
? Bargaining
? Higher authority
? Sanctions
Dr,Jerry L,Huxell
Political Behavior (Politics)
? Attempts to influence to protect self-
interest,meet needs,or advance personal
goals
? Occurs more if decision making
procedures and performance measures
are uncertain and if competition for scarce
resources is strong
Dr,Jerry L,Huxell
Defensive Behaviors
? Avoiding action – over-conforming,buck
passing,playing dumb,stalling
? Avoiding blame – playing safe,justifying,
scapegoating
? Avoiding change – prevention,self-
protection
Dr,Jerry L,Huxell
Impression Management
? The process by which individuals attempt
to control the impression others form of
them
– Conformity
– Excuses and apologies
– Self promotion
– Flattery and favors
– Association
Dr,Jerry L,Huxell
Transitions in Conflict Thought
? Traditional view – conflict is harmful and
must be avoided
? Human relations view – conflict is natural
and inevitable outcome in any group
? Interactionist view – conflict is positive and
absolutely necessary for effective
performance
Dr,Jerry L,Huxell
Types of Conflict
? Task conflict – over content and goals of
the work
? Relationship conflict – based on
interpersonal relationships
? Process conflict – over how work gets
done
Dr,Jerry L,Huxell
Stages - The Conflict Process
? Potential opposition or incompatibility –
communication,structure,personality
? Cognition and personalization
? Intentions – decisions to act in a certain
way
? Behavior – statements,actions,and
reactions
? Outcomes
Dr,Jerry L,Huxell
Handling of Conflicts
? Competing
? Collaborating
? Compromising
? Avoiding
? Accommodating
Dr,Jerry L,Huxell
Conflict Resolution Techniques
? Problem solving
? Super-ordinate goals
? Expansion of resources
? Avoidance
? Smoothing
? Compromising
? Authoritative command
? Alteration of variables
Dr,Jerry L,Huxell
Conflict Stimulation Techniques
? Communication - threats
? Bringing in outsiders who differ
? Restructuring the organization to disrupt
the status quo
? Appointing a devil’s advocate
Dr,Jerry L,Huxell
Positive Outcomes
? Increased group performance and
cohesiveness
? Improved quality of decisions
? Stimulation of creativity and innovation
? Encouragement of interest and curiosity
? Increased problem solving
Dr,Jerry L,Huxell
Negotiation
? A process in which two or more parties
exchange goods or services and attempt
to agree on the exchange rate for them
? BATNA – the best alternative to a
negotiated agreement; the lowest
acceptable value to an individual for a
negotiated agreement
Dr,Jerry L,Huxell
Negotiation Process
? Preparation and planning
? Definition of ground rules
? Clarification and justification
? Bargaining and problem-solving
? Closure and implementation
Dr,Jerry L,Huxell
Third-Party Negotiators
? Mediator – uses reasoning,persuasion
and suggestions
? Conciliator – provides an informal
communication link
? Arbitrator – dictates an agreement
? Consultant – facilitates creative problem
solving
Organizational Behavior
Leadership,Power,Conflict and
Negotiation
Dr,Jerry L,Huxell
Leadership versus Management
? Leadership – the ability to influence a
group towards the achievement of goals –
coping with change
? Management – the use of authority
inherent in designated formal rank to
obtain compliance from organizational
members – coping with complexity
? Organizations need both for optimal
effectiveness
Dr,Jerry L,Huxell
Leaders versus Managers
? Managers are people who do things right
and leaders are people who do the right
things
? Managers are concerned about how things
get done and leaders are concerned with
what the things mean to people
Dr,Jerry L,Huxell
Definition of Leadership
? The process of influencing others to
understand and agree about what needs
to be done and how it can be done
effectively,and the process of facilitating
individual and collective efforts to
accomplish the desired objectives
Dr,Jerry L,Huxell
Trait Theories of Leadership
? Theories that consider personality,social,
physical or intellectual traits to differentiate
leaders from non-leaders – leaders are born
– Ambition and energy
– Desire to lead
– Honesty and integrity
– Self-confidence
– Intelligence
– Job-relevant knowledge
– High self-monitors
Dr,Jerry L,Huxell
Behavior Approach
? Focuses on what leaders actually do and
how they do it – leadership traits can be
taught
– Consideration (people oriented) – job
relationships characterized by mutual trust,
communication and respect
– Initiating structure (task oriented) – defining
and structuring roles,planning and controlling
Dr,Jerry L,Huxell
Contingency or Situational
Approach
? Theories that explain leadership
effectiveness in terms of different
situations
– Characteristics of followers
– Nature of work
– Type of organization
– External conditions
Dr,Jerry L,Huxell
Fiedler’s Model
? The theory that effective groups depend
on a proper match between a leader’s
style of interacting with subordinates and
the degree to which the situation gives
control and influence to the leader
– Leader-member relations
– Task structure
– Position power
Dr,Jerry L,Huxell
Hersey and Blanchard’s Theory
? The situational-leadership theory (SLT) is
a contingency theory that focuses of
followers’ readiness (ability and
willingness)
? As follower readiness increases,the need
for leader support and supervision
decreases
Dr,Jerry L,Huxell
Leader-Member Exchange Theory
? Leaders create in-groups and out-groups,
and subordinates with in-group status will
have higher performance ratings,less
turnover,and greater satisfaction with their
superior
Dr,Jerry L,Huxell
Path-Goal Theory
? The key role of the leader is to clear the
path for subordinates and to provide
direction and/or support
? Leadership behaviors
– Supportive leadership
– Directive leadership
– Participative leadership
– Achievement-oriented leadership
Dr,Jerry L,Huxell
Leader-Participation Model
? A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situations
? Somewhat too complex for a manager to
use
Dr,Jerry L,Huxell
Trust
? A positive expectation that another will not
– through words,actions,or decisions –
act opportunistically
? Takes time to form,building incrementally
and accumulating
? A willingness to take risks
? Dimensions,integrity,competence,
consistency,loyalty,and openness
Dr,Jerry L,Huxell
Charismatic Leadership
? Followers make attributions of heroic or
extraordinary leadership abilities when
they observe certain behaviors
– Vision and articulation
– Personal risk
– Environmental sensitivity
– Sensitivity to follower needs
– Unconventional behavior
Dr,Jerry L,Huxell
Transactional Leadership
? Use power derived from rewards and
punishments to influence their followers
? Create visions that do not capture the
emotional spirit of their followers to task
objectives
? Manage by exception
Dr,Jerry L,Huxell
Transformational Leadership
? Articulate a clear and appealing vision
? Act confidently and optimistically
? Express confidence in followers treats
people individually
? Use dramatic,symbolic actions to
emphasize key values
? Lead by example
Dr,Jerry L,Huxell
Emotional Intelligence
? Self-awareness – know oneself
? Self-management - control
? Self-motivation - achieve
? Empathy - sensitivity
? Social skills - relationships
Dr,Jerry L,Huxell
Team Leadership
? Team leaders must manage the team’s
external boundary and facilitate the team
process
– Liaisons with external constituencies
– Troubleshooters
– Conflict managers
– Coaches
Dr,Jerry L,Huxell
Self-Leadership
? Model self-leadership
? Encourage employees to create self-goals
? Encourage the use of self-rewards to
strengthen and increase desirable
behaviors
? Create positive thought patterns
? Create a climate of self-leadership
? Encourage self-criticism
Dr,Jerry L,Huxell
Mentoring
? A mentor is a senior employee who
sponsors and supports a less-experienced
employee (a protégé)
– Listens well
– Able to empathize
– Shares experiences
– Acts as a role model
– Provides political guidance
Dr,Jerry L,Huxell
Power and Influence
? Power is the capacity or potential to
influence the behavior of others – changes
as situations and individuals change
? Influence is the process by which people
successfully persuade others to follow
their advice,suggestions or orders
? Outcomes are commitment,compliance,
or resistance
Dr,Jerry L,Huxell
Bases of Power
? Coercive power - fear
? Reward power
? Legitimate power - formal position
? Information power
? Expert power – special skills
? Referent power – personal traits
? Charismatic power - personality
Dr,Jerry L,Huxell
Power Tactics
? Reason
? Assertiveness
? Friendliness
? Coalition
? Bargaining
? Higher authority
? Sanctions
Dr,Jerry L,Huxell
Political Behavior (Politics)
? Attempts to influence to protect self-
interest,meet needs,or advance personal
goals
? Occurs more if decision making
procedures and performance measures
are uncertain and if competition for scarce
resources is strong
Dr,Jerry L,Huxell
Defensive Behaviors
? Avoiding action – over-conforming,buck
passing,playing dumb,stalling
? Avoiding blame – playing safe,justifying,
scapegoating
? Avoiding change – prevention,self-
protection
Dr,Jerry L,Huxell
Impression Management
? The process by which individuals attempt
to control the impression others form of
them
– Conformity
– Excuses and apologies
– Self promotion
– Flattery and favors
– Association
Dr,Jerry L,Huxell
Transitions in Conflict Thought
? Traditional view – conflict is harmful and
must be avoided
? Human relations view – conflict is natural
and inevitable outcome in any group
? Interactionist view – conflict is positive and
absolutely necessary for effective
performance
Dr,Jerry L,Huxell
Types of Conflict
? Task conflict – over content and goals of
the work
? Relationship conflict – based on
interpersonal relationships
? Process conflict – over how work gets
done
Dr,Jerry L,Huxell
Stages - The Conflict Process
? Potential opposition or incompatibility –
communication,structure,personality
? Cognition and personalization
? Intentions – decisions to act in a certain
way
? Behavior – statements,actions,and
reactions
? Outcomes
Dr,Jerry L,Huxell
Handling of Conflicts
? Competing
? Collaborating
? Compromising
? Avoiding
? Accommodating
Dr,Jerry L,Huxell
Conflict Resolution Techniques
? Problem solving
? Super-ordinate goals
? Expansion of resources
? Avoidance
? Smoothing
? Compromising
? Authoritative command
? Alteration of variables
Dr,Jerry L,Huxell
Conflict Stimulation Techniques
? Communication - threats
? Bringing in outsiders who differ
? Restructuring the organization to disrupt
the status quo
? Appointing a devil’s advocate
Dr,Jerry L,Huxell
Positive Outcomes
? Increased group performance and
cohesiveness
? Improved quality of decisions
? Stimulation of creativity and innovation
? Encouragement of interest and curiosity
? Increased problem solving
Dr,Jerry L,Huxell
Negotiation
? A process in which two or more parties
exchange goods or services and attempt
to agree on the exchange rate for them
? BATNA – the best alternative to a
negotiated agreement; the lowest
acceptable value to an individual for a
negotiated agreement
Dr,Jerry L,Huxell
Negotiation Process
? Preparation and planning
? Definition of ground rules
? Clarification and justification
? Bargaining and problem-solving
? Closure and implementation
Dr,Jerry L,Huxell
Third-Party Negotiators
? Mediator – uses reasoning,persuasion
and suggestions
? Conciliator – provides an informal
communication link
? Arbitrator – dictates an agreement
? Consultant – facilitates creative problem
solving
