14.1 The Nature of Leadership
Leadership: The process of inspiring others to work hard to accomplish important tasks.
Leadership success begins with the ways we use power to influence the behavior of other people. A proper
leader inspires, leads, and instills enthusiasm in their employees. They care about ensuring others’ success.
Power: The ability to get others to do something you want done, or to make things happen the way you want. The
“positive” face of power is that it is the foundation of effective leadership.
Managerial Power = Position Power + Personal Power
Three important bases of personal power
are expertise, information and networking,
and referent power.
Position Power:
Reward Power: The ability to influence through rewards. It is the capacity to offer something of value/a positive
outcome as a way to influence others’ behaviour.
This involves use of incentives like pay raises, bonuses, promotions, special assignments and
verbal/accomplishments (If you do what I ask, I will reward you). This method wares off rather quickly.
Coercive Power: The ability to achieve influence through punishment. It is the capacity to withhold positive outcomes to
influence other’s behavior.
A manager may threaten with verbal reprimands, pay penalties and even termination (If you don’t do what I
want, I will punish you). This method resembles more of the Theory X of management.
Legitimate Power: The ability to influence through authority. It is the right to exercise control by virtue of organizational
position or status (I am the boss therefore; you do what I ask).
Personal Power:
Expert Power: The ability to achieve influence through special skills, knowledge and reputation. It is the capacity to
influence others’ behavior because of expertise and a high-performance reputation.
(You should do what I want because of what I know and what I have accomplished). Expertise is part of our
human capitol.
, Human Capital: The ability to get things done based on what we know we can do. It can be earned from credentials,
experience and visible performance achievements.
Information and Networking Power: The ability to achieve influence through access to information and contacts with
other people. It is the capacity to influence others due to being central to information flows and social networks. As a
result, one is trusted as being credible and having networking power.
(I have access to information and people; I can get things done)
Social Capital: Having a strong base of connections who can help you get things done.
Referent Power: The ability to achieve influence through identification. It is the capacity to influence others’ behavior
because of their admiration and their desire for positive identification with you. Referent power drives from charisma
and interpersonal likeability. It can be developed and maintained over time.
(You should do what I want in order to maintain a positive, self-defined relationship with me.)
*The skills most important for obtaining power and leading effectively are the very same skills that deteriorate once we
have power*
The Power Paradox (Keltner)
1) Be aware of your feelings about power. Are you in your position for fame and money or to enhance the greater
good?
2) Practice humility. Don’t be impressed with your own work. Stay critical of it.
3) Stay focused on and give to others. This will prove to be the most important foundation not inly of making a
lasting difference, but of your own sense of happiness and meaning in life.
4) Practice respect and ask questions. Listen with intent and be curious about others. Acknowledge them and
compliment then with praise and gusto. Always express gratitude.
5) Change the psychological context of powerlessness. Create opportunities in your workplace that empower those
who suffered disempowerment due to the moral mistakes or systemic racism of the past.
Vision: A hoped-for future that, if achieved, will improve the present state of affairs. Truly effective leaders transform
their visions into accomplishments.
Visionary Leadership: Describes the behaviours of leaders who offer a clear and compelling view of the future, as well as
an understanding of the actions needed to get there successfully.
Visionary leadership gives meaning to people’s everyday work. It means having a clear vision, communicating it
and getting people motivated/inspired to pursue the vision.
*Integrity is an important characteristic for a leader to have. A true leader is a servant to their cause*
Servant Leadership: Leading by serving others and helping them fully use their talents so that organizations benefit
society.
Empowerment: This the process of allowing others to exercise power and achieve organizational influence. A leader will
shift the focus away from themselves and onto others, as they are other-centered.
Leadership: The process of inspiring others to work hard to accomplish important tasks.
Leadership success begins with the ways we use power to influence the behavior of other people. A proper
leader inspires, leads, and instills enthusiasm in their employees. They care about ensuring others’ success.
Power: The ability to get others to do something you want done, or to make things happen the way you want. The
“positive” face of power is that it is the foundation of effective leadership.
Managerial Power = Position Power + Personal Power
Three important bases of personal power
are expertise, information and networking,
and referent power.
Position Power:
Reward Power: The ability to influence through rewards. It is the capacity to offer something of value/a positive
outcome as a way to influence others’ behaviour.
This involves use of incentives like pay raises, bonuses, promotions, special assignments and
verbal/accomplishments (If you do what I ask, I will reward you). This method wares off rather quickly.
Coercive Power: The ability to achieve influence through punishment. It is the capacity to withhold positive outcomes to
influence other’s behavior.
A manager may threaten with verbal reprimands, pay penalties and even termination (If you don’t do what I
want, I will punish you). This method resembles more of the Theory X of management.
Legitimate Power: The ability to influence through authority. It is the right to exercise control by virtue of organizational
position or status (I am the boss therefore; you do what I ask).
Personal Power:
Expert Power: The ability to achieve influence through special skills, knowledge and reputation. It is the capacity to
influence others’ behavior because of expertise and a high-performance reputation.
(You should do what I want because of what I know and what I have accomplished). Expertise is part of our
human capitol.
, Human Capital: The ability to get things done based on what we know we can do. It can be earned from credentials,
experience and visible performance achievements.
Information and Networking Power: The ability to achieve influence through access to information and contacts with
other people. It is the capacity to influence others due to being central to information flows and social networks. As a
result, one is trusted as being credible and having networking power.
(I have access to information and people; I can get things done)
Social Capital: Having a strong base of connections who can help you get things done.
Referent Power: The ability to achieve influence through identification. It is the capacity to influence others’ behavior
because of their admiration and their desire for positive identification with you. Referent power drives from charisma
and interpersonal likeability. It can be developed and maintained over time.
(You should do what I want in order to maintain a positive, self-defined relationship with me.)
*The skills most important for obtaining power and leading effectively are the very same skills that deteriorate once we
have power*
The Power Paradox (Keltner)
1) Be aware of your feelings about power. Are you in your position for fame and money or to enhance the greater
good?
2) Practice humility. Don’t be impressed with your own work. Stay critical of it.
3) Stay focused on and give to others. This will prove to be the most important foundation not inly of making a
lasting difference, but of your own sense of happiness and meaning in life.
4) Practice respect and ask questions. Listen with intent and be curious about others. Acknowledge them and
compliment then with praise and gusto. Always express gratitude.
5) Change the psychological context of powerlessness. Create opportunities in your workplace that empower those
who suffered disempowerment due to the moral mistakes or systemic racism of the past.
Vision: A hoped-for future that, if achieved, will improve the present state of affairs. Truly effective leaders transform
their visions into accomplishments.
Visionary Leadership: Describes the behaviours of leaders who offer a clear and compelling view of the future, as well as
an understanding of the actions needed to get there successfully.
Visionary leadership gives meaning to people’s everyday work. It means having a clear vision, communicating it
and getting people motivated/inspired to pursue the vision.
*Integrity is an important characteristic for a leader to have. A true leader is a servant to their cause*
Servant Leadership: Leading by serving others and helping them fully use their talents so that organizations benefit
society.
Empowerment: This the process of allowing others to exercise power and achieve organizational influence. A leader will
shift the focus away from themselves and onto others, as they are other-centered.
