lOMoARcPSD|51776212
MNL2601 EXAM
2025 UPDATED QUESTIONS AND
ANSWERS.RECENT WITH MANY MORE
QUESTIONS TO STUDY ,WELL EXPLAINED
ANSWERS. WITH THE CURRENT EXAM
TOPICS ,SUMMARIES AND
NOTES.2024,2023,2022,2021,2020………
summaries
Excellence Through Knowledge
A+ CONCEPTS
, lOMoARcPSD|51776212
1. Leadership, power and influence
In its simplest form, a leader is one who lead
Second, the definition implies that the leader is in front, determining the direction and setting
the pace for others to follow.
The third implication is that a leader need not only be an individual, it can be a group, an
organisation, an industry, a political party or even a country. Vodacom a leader in the cellular
industry.
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”
We see that influence is a key element – the individual needs the ability to influence his/her followers,
to motivate and enable them to contribute to the success of the organisation
1.1. THE NATURE OF LEADERSHIP
1.1.1. Table 1.1: Four approaches to leadership -GRINT
Key
Approach question Description
Leadership as WHO This approach asks the question: “Is
vested in a it WHO leaders are that makes
person them
leaders?”
Leadership as a HOW This approach asks the question: “Is it
process HOW leaders get things done that
makes them
leaders?”
Leadership as a WHERE This approach asks the question: “Is it
position WHERE leaders operate that makes
them
leaders?”
Leadership WHAT This approach asks the question: “Is it
based WHAT leaders achieve that makes them
on results leaders?”
1.2. LEADERSHIP AND POWER
Whenever there are relationships between people, power is present
• “Power is the product of the position that a person holds in an organisation”
• “The ability to mobilize resources to get things done”
• “The absolute capacity of an individual to influence the behaviour or attitudes
of one or more designated target persons at a given point in time.
Chapter 12 Marketing management.doc 2
, lOMoARcPSD|51776212
FOCUSED ON THIS
“Power is the ability of a leader to influence the behaviour or attitudes of his/
her follower(s) at a given point in time.
Sources of Power
Informational power: the ability to provide information about a subject or task in such a way
that the recipient (or follower) will accept that information and behave in the way that the leader
suggests.
Reward power: the ability to reward or threaten a follower.
Coercive power: the ability to enforce compliance through fear.
Legitimate power: the follower accepts that the leader has the right to direct, request or
demand a change.
Expert power: the leader is believed to possess knowledge or insights that are accepted as
superior and s/he can therefore influence the follower to change his/her behaviour.
Referent power: the follower holds the leader in high regard, admires his/her behaviour and
trusts his/her judgement, and so is happy to emulate him/her.
soft and hard power . The sources of a leader’s power can also be grouped under the
Soft power is personal headings of
; it refers to the ability to work at relationships to
Hard power consists of power that comes with a position of achieve a goal. It is
authority ; it is the power to coerce, reward or punish. expert or referent
power.
It is legitimate
power.
A last source of power is called ecological power, which refers to the power to change the physical
work environment through activities such as creating open-plan offices for staff or the power to change
technology.
1.3. LEADERSHIP AND INFLUENCE
Influence is when a leader uses his/her ability to build good relationships, and generate cooperative and
collaborative strategies for the organisation. In this sense, influence is seen as the exercise of personal
power (expert and referent power, as defined in the previous section) rather than positional power (the
coercion, reward and punishment power explained in the previous section). While power is an element
that can be used to get things done, influence is the impact of power being used in terms of effecting
changes in the attitudes, values, beliefs and actions of others.
, lOMoARcPSD|51776212
Table 1.2: Leadership tactics to influence the behaviour and decisions of followers
Leader makes use of ……. to influence behaviour and decisions
Tactic
Rational
persuasion facts, evidence and logic
Apprising benefits to follower(s)
Inspirational appeals emotional commitment
Consultation involving follower(s)
Exchange offering something of value to follower(s)
Collaboration offering resources
Personal appeals friendship or personal loyalty
Ingratiation compliments and praises
Legitimising
tactics his/her position, policy, rules or norms
threatening words and behaviour, micromanagement and
Pressure demands
Coalition tactics building a coalition of colleagues
1.3.1. Overt Influence
Force: the blunt instrument of power. The person deploying this tactic has a large physical
presence and perhaps control over resources. Bullying is an obvious example of this form of
influence.
Exchange: a transaction which depends on one actor having something that the other actor
values. This could take the form of a normal business transaction, a trade-off between senior
managers or, in extreme cases, a bribe.
Rules and procedures: the power behind this form of influence comes mainly from position and
resource power, as the instigator and implementer of the rules must be seen to have both the
accepted authority to introduce rules and the ability to reward or punish those who follow or
break the rules.
Persuasion: based on the skills of critical thinking (facts, logic, assumptions, inference and
argument) and on expert and personal power. Persuasion is the preferred method of
influencing and the one most people try first, before resorting to other means, if necessary.
1.3.2. Unseen influence
Ecology: the potential of leaders to use the physical environment to influence the behaviours
of many employees. The physical environment refers to the office space and arrangement of
people, the levels of heat, light and noise, the organisation of business processes and
individual job descriptions, the structure of the business and its geographical spread, and other
physical factors under the control of leaders, such as the climate of the organisation.
Magnetism: derived from the personal power a leader may have. This is the acceptance of
influence from someone we like, admire, trust and respect. Influence based on magnetism is
easily shattered, as once trust is broken it is difficult to regain.
Chapter 12 Marketing management.doc 4
MNL2601 EXAM
2025 UPDATED QUESTIONS AND
ANSWERS.RECENT WITH MANY MORE
QUESTIONS TO STUDY ,WELL EXPLAINED
ANSWERS. WITH THE CURRENT EXAM
TOPICS ,SUMMARIES AND
NOTES.2024,2023,2022,2021,2020………
summaries
Excellence Through Knowledge
A+ CONCEPTS
, lOMoARcPSD|51776212
1. Leadership, power and influence
In its simplest form, a leader is one who lead
Second, the definition implies that the leader is in front, determining the direction and setting
the pace for others to follow.
The third implication is that a leader need not only be an individual, it can be a group, an
organisation, an industry, a political party or even a country. Vodacom a leader in the cellular
industry.
“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”
We see that influence is a key element – the individual needs the ability to influence his/her followers,
to motivate and enable them to contribute to the success of the organisation
1.1. THE NATURE OF LEADERSHIP
1.1.1. Table 1.1: Four approaches to leadership -GRINT
Key
Approach question Description
Leadership as WHO This approach asks the question: “Is
vested in a it WHO leaders are that makes
person them
leaders?”
Leadership as a HOW This approach asks the question: “Is it
process HOW leaders get things done that
makes them
leaders?”
Leadership as a WHERE This approach asks the question: “Is it
position WHERE leaders operate that makes
them
leaders?”
Leadership WHAT This approach asks the question: “Is it
based WHAT leaders achieve that makes them
on results leaders?”
1.2. LEADERSHIP AND POWER
Whenever there are relationships between people, power is present
• “Power is the product of the position that a person holds in an organisation”
• “The ability to mobilize resources to get things done”
• “The absolute capacity of an individual to influence the behaviour or attitudes
of one or more designated target persons at a given point in time.
Chapter 12 Marketing management.doc 2
, lOMoARcPSD|51776212
FOCUSED ON THIS
“Power is the ability of a leader to influence the behaviour or attitudes of his/
her follower(s) at a given point in time.
Sources of Power
Informational power: the ability to provide information about a subject or task in such a way
that the recipient (or follower) will accept that information and behave in the way that the leader
suggests.
Reward power: the ability to reward or threaten a follower.
Coercive power: the ability to enforce compliance through fear.
Legitimate power: the follower accepts that the leader has the right to direct, request or
demand a change.
Expert power: the leader is believed to possess knowledge or insights that are accepted as
superior and s/he can therefore influence the follower to change his/her behaviour.
Referent power: the follower holds the leader in high regard, admires his/her behaviour and
trusts his/her judgement, and so is happy to emulate him/her.
soft and hard power . The sources of a leader’s power can also be grouped under the
Soft power is personal headings of
; it refers to the ability to work at relationships to
Hard power consists of power that comes with a position of achieve a goal. It is
authority ; it is the power to coerce, reward or punish. expert or referent
power.
It is legitimate
power.
A last source of power is called ecological power, which refers to the power to change the physical
work environment through activities such as creating open-plan offices for staff or the power to change
technology.
1.3. LEADERSHIP AND INFLUENCE
Influence is when a leader uses his/her ability to build good relationships, and generate cooperative and
collaborative strategies for the organisation. In this sense, influence is seen as the exercise of personal
power (expert and referent power, as defined in the previous section) rather than positional power (the
coercion, reward and punishment power explained in the previous section). While power is an element
that can be used to get things done, influence is the impact of power being used in terms of effecting
changes in the attitudes, values, beliefs and actions of others.
, lOMoARcPSD|51776212
Table 1.2: Leadership tactics to influence the behaviour and decisions of followers
Leader makes use of ……. to influence behaviour and decisions
Tactic
Rational
persuasion facts, evidence and logic
Apprising benefits to follower(s)
Inspirational appeals emotional commitment
Consultation involving follower(s)
Exchange offering something of value to follower(s)
Collaboration offering resources
Personal appeals friendship or personal loyalty
Ingratiation compliments and praises
Legitimising
tactics his/her position, policy, rules or norms
threatening words and behaviour, micromanagement and
Pressure demands
Coalition tactics building a coalition of colleagues
1.3.1. Overt Influence
Force: the blunt instrument of power. The person deploying this tactic has a large physical
presence and perhaps control over resources. Bullying is an obvious example of this form of
influence.
Exchange: a transaction which depends on one actor having something that the other actor
values. This could take the form of a normal business transaction, a trade-off between senior
managers or, in extreme cases, a bribe.
Rules and procedures: the power behind this form of influence comes mainly from position and
resource power, as the instigator and implementer of the rules must be seen to have both the
accepted authority to introduce rules and the ability to reward or punish those who follow or
break the rules.
Persuasion: based on the skills of critical thinking (facts, logic, assumptions, inference and
argument) and on expert and personal power. Persuasion is the preferred method of
influencing and the one most people try first, before resorting to other means, if necessary.
1.3.2. Unseen influence
Ecology: the potential of leaders to use the physical environment to influence the behaviours
of many employees. The physical environment refers to the office space and arrangement of
people, the levels of heat, light and noise, the organisation of business processes and
individual job descriptions, the structure of the business and its geographical spread, and other
physical factors under the control of leaders, such as the climate of the organisation.
Magnetism: derived from the personal power a leader may have. This is the acceptance of
influence from someone we like, admire, trust and respect. Influence based on magnetism is
easily shattered, as once trust is broken it is difficult to regain.
Chapter 12 Marketing management.doc 4
