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Power and Educational

Leadership
Power and follower behavior
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Effective leadership depends as much on the acceptance of by the
follower as on the leaders providing it.

Power and influence are central to a leaders role

The source of leaders power

LEGITIMATE
REWARD
COERCIVE
REFERENCE
EXPERT

An effective organizational leader uses all these sources of power

 For successful organization the pattern in the use
of the source of power is3 shifting toward greater
reliance on reward, referent and expert power
AND less reliance on coercive and legitimate
power. WHY?
This is because the pattern is being influenced:
By changing technologies.
Increasing abilities of employees and team to make
decisions.
Flattening of organizational hierarchies.
Changing work and personal life expectations of employee.
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Explain the meaning of the 5 sources of

leaders power by using examples from
your work place.
 Leader Characteristics Personal Power
Need Achievement
Need Power
Self Confidence 5
Emotional Maturity
Technical skills
Conceptual Skills
Interpersonal Skills
End-result Variables
Intervening Variables Unit Performance
Follower Effort Profitability
Managerial Behavior Ability & Role Clarity Survival & Growth
Organization of Work Cooperation Goal Attainment
Planning Recognizing Resource Adequacy Member Satisfaction
External Coordination
Prob. Solving Rewarding

Clarifying Supporting

Monitoring Mentoring

Informing Networking

Motivating Consulting
Situation Variables
Position Power
Nature of subordinates
Conflict Mgt. Representing
Task/Technology
Organization Structure
Nature of Environment
External Dependencies
Social Political Forces
Organizational and Culture
 Influences on 6the leader

1. Forces in the Leader

a. His value system: How strongly does he feel that

individuals should have a share in making the
decisions that affect them? Or, how convinced is he
that the official who is paid or chosen to assume
responsibility should carry the burden of decision
making? Also, what is the relative importance that he
attaches to organizational efficiency and personal
growth of subordinates?

b. His confidence in the group members: Leaders differ

in the amount of trust they have in other people
generally. After considering the knowledge and
competence of a group with respect to a problem, a
leader may (justifiably or not) have more confidence
in his own capabilities than in those of the group
members.
c. His own leadership inclinations:
7 Leaders differ
in the manner (eg: telling or team role) in which
they seem to function more comfortably and
naturally.

d. His feelings of security in an uncertain situation:

The leader who releases control over the
decision-making process reduces the
predictability of the outcome. Leaders who have
a greater need than others for predictability and
stability are more likely to tell or sell than to
join.
2. Forces in the Group Members
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Before deciding how to lead a certain group, the leader will

also want to remember that each member, like himself, is
influenced by many personality variables and expectations.
Generally speaking. The leader can permit the group greater
freedom if the following essential conditions exists:

a. Members have relatively high needs for independence

b. Members have readiness to assume responsibility
c. Members have a relatively high tolerance for ambiguity
d. Members are interested in the problem and feel that it is
important
e. Member understand and identify with the goals of the
organization
f. Members have necessary knowledge and experience to
deal with the problem
g. Members expect to share in decision making
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3. Forces in the Situation

Some of the critical environmental pressures on the leader

are as follows:

a) The problem itself: Do the member have kind of knowledge that is

needed? Does the complexity of the problem require special
experience or a one-person solution?
b) The pressure of time: The more the leader feels the need for an
immediate decision, the more difficult it is to involve other people.
4. Long-Run Objectives and 10
Strategy

As the leader works on daily problems, his choice of a leadership

pattern is usually limited. But he may also begin to regard some
of the forces mentioned as variables over which he has some
control and to consider such long-range objectives as

a) Raising the level of member motivation

b) Improving the quality of all decisions
c) Developing teamwork and morale
d) Furthering the individual development of members
e) Increasing the readiness to accept change
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Generally, a fairly high degree of member-centered

behavior is more likely to achieve this long range
purposes. But the successful adminisrator was
characterized neither as a strong leader no as a
permissive one. Rather he is one who is sensitive to the
forces that influence him in a given situation and one who
can accurately assess those should influence him.