Chapter 1 + 2

• Power


  The ability to get someone else to do something you want done or to make things happen the way you want. They usually get this thing done based on the authority they have.
• Influence


  The ability to turn the power you have into changing the way people think, and leading them to do the things you want.
• Types of Power

  • Position Power
  • Personal Power
• Position Power


  • The official status of a person. Examples would be a Plant Manager or a CEO.
  • Reward: "If you do as I ask, I will give you a reward"
  • Coercive: "If you don't do what I ask, I will punish you"
  • Legitimate: "Because I am the boss/manager, you must do as I ask.
• Personal Power


  • The unique personal qualities of a person that cause them to become a leader.
  • Expert: "You should do what I want because of my expertise"
  • Referent: "You should do what I want to sustain positive relationships"
  • Relational: "You should do what I want because it is in the best interests of the team"
• Turning Power into Influence(How?)


  1. Through expertise

  2. Having likable and personable qualities

  3. Effort and hard work = respect from employees

  4. Personal behaviour = expressed values
• Turning Power into Influence

  • Centrality: You have a network of interpersonal contacts
  • Criticality: You are known for taking care of employees
  • Visibility: You are known as an influential person within an organization.
• Empowerment


  Managers enable and help others to gain power and influence by providing information, trust, authority, and responsibility. Then, they will let you make decisions on your own and act independently from them. This leads to more expertise in a field of work.
• 4 major theories of leadership

  • Fiedler Contingency Theory
  • Hersey-Blanchard Situational Leadership Theory
  • House Path-Goal Theory
  • Vroom-Jago Decision-Making Theory
• Fiedler Contingency Theory


  This theory proposes that effective leadership depends on the match between a leader's style, the favorableness of the situation, and the leader-member relations.
• Hersey-Blanchard Situational Leadership Theory


  This theory suggests that the most effective leadership style varies depending on the followers' maturity level (task competence and confidence).
• House Path-Goal Theory


  This theory focuses on how leaders motivate followers by clarifying the path to achieving desired goals and subgoals, and by reducing the obstacles along the way.
• Vroom-Jago Decision-Making Theory


  This theory proposes a decision-making framework that considers factors like the importance of the decision, the leader's expertise, and the time constraints to determine the most appropriate level of follower participation.
• Transactional leadership


  A leader directs the efforts of their employees though tasks, rewards and structures.
• Transformational leadership


  A leader is so inspirational that they empower people to make a positive change in society, and drives them to extraordinary performance levels.
• Drucker's old-fashioned leadership


  Identified 3 key things that are needed to lead people: A mission, responsibility, and the trust of others.
• Psychological contract


  The set of expectations about the employment relationship. There is a balance, where the contributions that an employee makes will be equivalent to the rewards (or inducements) that the employer gives.
• Personality


  The overall profile characteristics that make a person unique.
• Big 5 Personality Traits

  • Extroversion
  • Agreeableness
  • Conscientiousness
  • Neuroticism
  • Openness to Experience
• Extroversion


  This trait reflects a person's preference for social interaction and stimulation. Extroverts are outgoing, energetic, and enjoy being around people, while introverts tend to be more reserved and recharge their energy by spending time alone.
• Agreeableness


  This trait reflects a person's tendency to be cooperative, empathetic, and willing to put others' needs before their own. Disagreeable people are often more competitive, assertive, and blunt.
• Conscientiousness


  This trait reflects a person's focus on self-discipline, planning, and organization. Conscientious people are reliable, goal-oriented, and detail-oriented, while those low in conscientiousness tend to be more impulsive and less organized.
• Neuroticism


  This trait reflects a person's tendency to experience negative emotions, such as anxiety, stress, and anger. People high in neuroticism are often moody, worry easily, and get flustered under pressure.
• Openness to Experience


  This trait reflects a person's intellectual curiosity, imagination, and willingness to try new things. Open-minded people are creative, enjoy learning, and are adaptable to change.
• Big 5 Personality Dimensions


  • Locus of control
  • Authoritarianism
  • Machiavellianism
  • Problem-solving styles
  • Self-monitoring
• Locus of control


  This refers to a person's belief about whether they have control over the events in their life. Internal locus of control refers to the belief that one's actions influence outcomes, while external locus of control refers to the belief that outcomes are due to external factors like luck or fate.
• Authoritarianism


  This reflects a preference for obedience to authority, strict social hierarchies, and intolerance for those who don't conform. Authoritarian people value order and security and may be uncomfortable with ambiguity or challenges to authority.
• Machiavellianism


  This refers to a manipulative, pragmatic approach to interpersonal interactions. People high in Machiavellianism prioritize their own interests, are strategic in their dealings with others, and may have a cynical view of human nature.
• Problem-solving styles


  This refers to how someone approaches solving problems. Common styles include analytical (data-driven and logical), creative (out-of-the-box thinking), and practical (focused on finding workable solutions).
• Self-monitoring


  This refers to a person's ability to adjust their behavior and presentation to different situations and audiences. People high in self-monitoring are socially aware and can adapt their behavior to fit the situation.
• Components of attitude


  • Cognitive (the thoughts or beliefs)
  • Affective or emotional (The emotions towards that thing)
  • Behavioural (The tendencies of the behaviour)
• Cognitive dissonance


  The discomfort felt when attitudes and behaviour are inconsistent
• Job involvement


  When you are dedicated to your job
• Organizational commitment


  Your loyalty to your organization
• Elements of job performance

  • Quality of work
  • Quantity of work
• Job rotation, job enlargement, job enrichment

  • Job Rotation: Moving employees between different tasks or jobs within a team or department
  • Job Enlargement: Increasing the number of tasks in an existing job, giving employees more variety and responsibility
  • Job Enrichment: Making a job more inherently satisfying by adding tasks that involve more planning, control, and decision-making
• 5 Core Job Characteristics (CCM)

  • Skill Variety
  • Task Identity
  • Task Significance
  • Autonomy
  • Feedback
• 3 Critical Psychological States(CCM)


  • Experienced Meaningfulness: This refers to the degree to which the employee perceives their work as important, valuable, and worthwhile.
  • Experienced Responsibility: This refers to the degree to which the employee feels personally accountable for the outcomes of their work.
  • Knowledge of Results (Skill Acquisition): This refers to the degree to which the employee understands how well they are performing their job.
• Alternative work arrangements


  • Compressed work week
  • Flexitime
  • Job sharing
  • Telecommuting
  • Part-Time/Seasonal work
• Compressed work week


  Working a traditional 35-40 hour week in less than 5 workdays