[조직행동론] Leadership 1

조직행동론 Organizational Behavior

Chapter. Leadership

<interpersonal power>

• interpersonal power: The ability to influence others and maintain control over your own fate
• A can have power over B ⇒ iff A controls something B desire (person A has power over B)
• Bases Of Power 6가지
  • formal power
    • legitimate power: Exists when one person believes that another person has the right to influence him or her (authority)
    • reward power :Exists when one person believes another person can and will provide or withhold rewards (coercive power과 반대인 것) 
    • coercive power : Exists when one person believes another person can and will provide or withhold punishment
  • personal power
    • referent power (charismatic) : Exists when one person finds another attractive and wants to be associated with or affiliated with that person
    • expert power: comes from expertise, Exists when one person believes another person has desired expertise and is willing to share or withhold it
  • resource power
    • Exists when one person believes that another person has desired (nonexpert) resources and is willing to share or withhold them
• principles of power
  • Power is perception based
  • Power is relative 
  • Power bases must be coordinated 
  • Power is a double-edged sword (used and abused)
  • great power comes from great responsibility

<leadership>

• An interpersonal process in which influence is exercised in a social system for the achievement of organizational goals by others
• Purpose
  • To achieve organizational and personal goals
  • To develop commitment to the organization
  • To be satisfied with the leadership process
• neutralizers & substitutes for leadership
  • neaturalizers : Factors that reduce the ability of leaders to exert influence 
  • substitutes : Factors that reduce the necessity for leadership
    
    
  • potential neutralizers
    
    • Indifference toward (or unavailability of) organizational rewards
    • Low leader position power
    • Environmental inflexibility (e.g., rigid rules & procedures) (interpersonal process, they negotiate, they undertand, compromise, talk to each other, but when the environment is lacking flexibility → everything is laid out rules .. theres no room to be autonomous)
    • Limited interaction of leaders and followers
  • potential substitutes
    • Follower ability, training, and experience
    • Professional orientation of followers
    • Task structure (routine, unambiguous)
    • Feedback from the task itself
    • Intrinsically satisfying tasks
    • Work group cohesiveness
    • Formalization (e.g., plans, goals, responsibilities)
    • (potential candidates of substitutes for leadership) → can increase more effective leadership

• organizing perspective → 2가지와 2가지를 결합해보아서 총 4가지의 경우의수를 만들어볼 수 있음
  이 부분은 다음 포스팅에서 자세하게 다루도록 하겠다
  
  • focal construct : trait vs behavior
    • Good leaders are born vs Anyone can become a good leader
  • theoretical approach : contingent vs universal
    • Match leader to situation vs Anyone can become a good leader