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Positional:

  • Legitimate
  • Reward
  • Coercive
  • Information*

Personal

  • Expert
  • Referent

Reward

Coercive

Power Man

This comes from the belief that a person can punish others for noncompliance.

Due to one's ability to compensate another for doing things the way they wanted them to be done or for doing things they are told to do.

Legitimate

Information

Stems from the belief that a person has the right to make demands, and to expect others to be compliant and obedient.

This results from a person's ability to control the information that others need to accomplish something.

Definition of Power

Participative Inventory

(Class Activity)

Sources of Power

(French and Raven)

Max Weber – one of the “Fathers of Sociology”

Power is the ability of an individual or group to achieve their own goals or aims when others are trying to prevent them from realizing them.

Kouzes and Posner

5 Characteristics of Successful Leadership

Expert

Stems from a person's high levels of knowledge and skill.

Referent

Due to a person's perceived attractiveness, worthiness, general likeability and right to others' respect.

Concluding Thoughts

Transformational Leadership

Recognition of the power dynamic as a follower is just as important as having the power as a leader.

There are a variety of different leadership techniques that influence people in different ways.

Is all power and influence necessarily good?

James Burns introduced two different types of leadership: Transformational and Transactional

Transformational leaders focus on the beliefs, needs and values of the followers.

Power and Influence Theories

Role Making

Role Taking

Routinization

Leadership Member Exchange

Transformational Leadership (Bass)

Basis for

Servant Leadership

Bass defines transformational leadership as how leaders affect their followers

Three ways in which leaders transform followers:

1. Increasing their awareness of task importance and value

2. Getting them to focus first on the team or organizational goals rather than their own interests

3. Activating their higher-order needs

Hill's Team Leadership Model

Maintenance of leadership by working with followers

Focus on followers exchanging actions for reward

1. Natural desire to serve first

2. The conscious choice to want to lead

3. Test yourself: did those you served grow as people?

Transactional Leadership (Burns)

Servant Leadership Theory

What makes this theory different?

Burns defines transactional leadership as leaders focus on the relationship between the leaders and the followers.

This type of leadership focuses more on the rewards and punishment.

"The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead...” - Robert Greenleaf (1970)

1. Component of morality

2. Serving followers for their own good

3. Concern with everyone’s success

4. Self-reflection

Well, Why Not?

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