Leadership and Power

1. The MAANZ MXpress Program
Leadership - 2
Dr Brian Monger
Copyright February 2013.
This Power Point program and the associated documents remain the intellectual property and the
copyright of the author and of The Marketing Association of Australia and New Zealand Inc. These
notes may be used only for personal study associated with in the above referenced program and not in any
education or training program. Persons and/or corporations wishing to use these notes for any other purpose
should contact MAANZ for written permission.

2. Power and Leadership
• Power can be defined as the ability of one person
or department in an organisation to influence
other people to bring out desired outcome. The
leader ought to practice following leader power:
• Legitimate power is based on the manager's
position in the organisation. Employee may put
extra effort behind products that a leader has
targeted for special promotion because they think
that a manager has a right to expect this effort
MAANZ MXPress Program 2

3. Power and Leadership
• Legitimate power is based on the manager's
position in the organisation. Employee may
put extra effort behind products that a leader
has targeted for special promotion because
they think that a manager has a right to expect
this effort

4. Power and Leadership
• Reward power depends on a leader's ability to
reward subordinates for compliance. For
example, some employee may only put extra
effort behind a particular product because the
leader has offered to pay a bonus for each unit
sold over a three month period. The extent of
this power will depend on the amount of bonus
paid and the importance of extra compensation
to the staff member.
MAANZ MXPress Program 4

5. Power and Leadership
• Coercive power refers to compliance due to fear
of punishment. Employee may feel that they
could be fired if they do not spend extra time
prospecting for new customers.
• Everything else being equal, a staff member will
put more effort into prospecting if being fired is a
significant threat. If the person is already
thinking of quitting and has another alternative,
then the power of this threat is minimal.
MAANZ MXPress Program 5

6. Power and Leadership
• Referent power is the leader's influence on others
because of their identification or friendship with the
manager. Employee may comply because they feel a
friend should be able to expect compliance or because
they so respect and admire a manager that they want to
be like this person.
• Expertise power is based on a manager's specialised
knowledge. Thus an employee may put extra effort
into targeted accounts because a leader may have a long
and distinguished sales track record.
MAANZ MXPress Program 6

7. Situational Leadership Model
• Hersey and Blanchard have proposed • Supportive behaviour is the extent to
a situational leadership model that which a leader engages in two-way
describes four different types of communication involving listening,
leadership styles. These four providing support and
leadership styles are based on two encouragement. When emphasising
characteristics: directive and supportive behaviour, a leader
supportive behaviour. Directive involves the employee in the decision
behaviour is the extent to which a process. Participation in quota setting
leader engages in one-way is a situation in which highly
communications, spelling out to supportive behaviour is possible.
followers what to do, where to do it,
when to do it, and how to do it.
Around this structure, performance is
closely supervised and controlled by
the leader.
MAANZ MXPress Program 7

8. Motivation
• Motivation is complex, affected by many individual factors and the
interrelationships. Motivation is related to specific characteristics of the
tasks designed into the job.
• Job Motivation is related to 5 characteristics
• 1. Task identity - the job requires the completion of a whole and
identifiable piece of work.
• 2. Autonomy - a job produces freedom, independence, and discretion for
the work task as a leader.
• 3. Skill variety - a job requires a variety of different skills.
• 4. Feedback - individual obtains direct and clear information about
performance effectiveness.
• 5. Task significance – the job has a substantial impact on others.
MAANZ MXPress Program 8

9. Employee Maturity
• The appropriate leadership style will depend on the maturity level of the
employee with whom the leader is interacting. According to Hersey and
Blanchard, maturity level is defined as the competence and commitment of
the person to perform a particular task without supervision. Competence is
gained from experience, training, and education. This can be developed
and is not something you innately have or don't have.
• Commitment is a combination of confidence and interest in doing a task
well. In this context, confidence refers to a person's self-assuredness or
feeling of being able to do a task well without much supervision.
Motivation is a person's enthusiasm and interest in doing a task well.
MAANZ MXPress Program 9

10. Management Implications
• The idea that leaders should be flexible in style is intuitively appealing to
many managers. Fortunately, flexibility in style is not solely the
responsibility of management, nor the only requirement for success.
Employees will instinctively exhibit flexibility in their reaction to whatever
style of leadership behaviour they face. Nevertheless, the application of
situational leadership is not always easy.
• A leader must remain flexible and be constantly alert to the changing
overall maturity level of the employee and to their ability in performing
specific tasks. A sales person may have considerable experience in calling
on existing customers, but have very little confidence in their ability to cold
call prospects. A leader needs to be aware of these developmental needs.
MAANZ MXPress Program 10

11. Team Building
• Here are some terms that are often used in a team
building context. Which ones do you think define
what a team is?
• A group of people
• Synergy
• Having one aim
• Whole > Sum
• Co-operation
• Flexibility
• Working together
• Reporting to one boss
• Serving one customer
MAANZ MXPress Program 11

12. Common goals
• From the definition of a team, you first have to
define the common goal of the team before
you can define who is in it. Let us suppose that
the goal is 'to increase the sales of the firm'.
• Who contributes to that goal? There are many
people:
MAANZ MXPress Program 12

13. • A team is a group of people working towards a
common goal.
• 'Team Building' is the process of enabling that
group of people to reach their goal.
MAANZ MXPress Program 13

14. What is a "team?
• In its simplest terms, the stages involved in team building are:
• * To clarify the team goals
• * To identify those issues which inhibit the team from reaching their goals
• * To address those issues, remove the inhibitors and enable the goals to be
achieved
• The primary skills in this process are recognising the right issues, and
tackling them in an appropriate way and an appropriate order.
• Team building can also take a different form
depending on the size and nature of the team.
MAANZ MXPress Program 14

15. What is a "team?
• In a project environment, where team composition is continually changing,
the emphasis must be on developing the skills in individuals to be effective
team members. The 'scale' involved is 1 person, and the team building
consultant is endeavouring to change the skills and abilities of the
individual at operating within a team (or within multiple teams).
• In teams where membership is static - typically in management teams -
how the individuals within the team relate can have a big bearing on team
performance. If a member leaves, or another joins, the dynamics of the
team can be changed greatly.
MAANZ MXPress Program 15

16. Characteristics of a Team
• * There must be an awareness of unity on the
part of all its members.
• * There must be interpersonal relationship.
Members must have a chance to contribute,
learn from and work with others.
• * The member must have the ability to act
together toward a common goal.
MAANZ MXPress Program 16

17. Ten characteristics of well‐functioning
teams:
• * Purpose: Members proudly share a sense of why the team exists and are
invested in accomplishing its mission and goals.
• * Priorities: Members know what needs to be done next, by whom, and by
when to achieve team goals.
• * Roles: Members know their roles in getting tasks done and when to allow
a more skillful member to do a certain task.
• * Decisions: Authority and decision-making lines are clearly understood.
• * Conflict: Conflict is dealt with openly and is considered important to
decision-making and personal growth.
• * Personal traits: members feel their unique personalities are appreciated
and well utilised.
MAANZ MXPress Program 17

18. Ten characteristics of well‐functioning
teams:
• * Norms: Group norms for working together are set and
seen as standards for everyone in the groups.
• * Effectiveness: Members find team meetings efficient
and productive and look forward to this time together.
• * Success: Members know clearly when the team has
met with success and share in this equally and proudly.
• * Training: Opportunities for feedback and updating
skills are provided and taken advantage of by team
members.
MAANZ MXPress Program 18

19. Guidelines for effective team
membership:
• * Contribute ideas and solutions
• * Recognise and respect differences in others
• * Value the ideas and contributions of others
• * Listen and share information
• * Ask questions and get clarification
• * Participate fully and keep your commitments
• * Be flexible and respect the partnership created
by a team -- strive for the "win-win"
• * Have fun and care about the team and the
outcomes.
MAANZ MXPress Program 19

20. Characteristics of a high‐performance
team:
• * Participative leadership - creating an interdependence by empowering,
freeing up and serving others.
• * Shared responsibility - establishing an environment in which all team
members feel responsibility as the manager for the performance team.
• * Aligned on purpose - having a sense of common purpose about why the
team exists and the function it serves.
• * High communication - creating a climate of trust and open, honest
communication.
• * Future focused - seeing change as an opportunity for growth.
• * Focused on task - keeping meetings and interactions focused on results.
• * Creative talents - applying individual talents and creativity.
• .
* Rapid response - identifying and acting on opportunities
MAANZ MXPress Program 20

21. Team Building
• Team building must be:
•
• * a way of life
• * the responsibility of every Team Member
• * a continuous process
• * about developing a clear and unique identity
• * focused on a clear and consistent set of goals
• * concerned with the needs and ambitions of each team member
recognising the unique contribution that each individual can make
• * an awareness of the potential of the team as a unit
• * results oriented
• * enjoyable
MAANZ MXPress Program 21

22. Team building must NOT be:
• * a short term, flavour of the month
• * imposed without regard to peoples’ feelings
• * spasmodic
• * reserved for only some members of the team
• * an excuse for not meeting personal
responsibilities
• * a process where actions clearly contradict
intentions
• * seen as a chore
MAANZ MXPress Program 22

23. END
MAANZ MXPress Program 23