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Organizational Behavior Class Nine
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Students of organizational behavior, managers, and leaders interested in understanding and ethically applying power dynamics.
TL;DR
This lecture delves into the concepts of power and influence within organizational behavior. It defines power as the ability to influence others and discusses how it can be used positively or negatively. The video also explores David McClelland's research on leadership motive patterns and introduces seven types of power: legitimate, reward, coercive, expert, and informational.
Key Takeaways
- Power and influence exist within organizations and can be wielded by both individuals and groups, impacting organizational dynamics.
- The use of power and influence can be either positive or negative, largely depending on the intentions and communication style of the individual exerting it.
- David McClelland's research suggests leaders may be driven by a need for power or control, sometimes negatively impacting effectiveness.
- Leaders can transition from a negative use of power to a positive one by learning to postpone immediate gratification and refrain from impulsive actions.
- The 'leadership motive pattern' involves a high need for power balanced with high impulse control and a low need for affiliation, often seen in secular leadership.
- While the leadership motive pattern can correlate with high managerial performance, it's not presented as an ideal or ethically endorsed approach to power.
- Understanding the seven types of power—legitimate, reward, coercive, expert, and informational—is crucial for effective and ethical application within organizations.
In This Video
- 00:00Welcome Back and Course Update
The instructor welcomes students back, apologizes for disruptions, and outlines plans to condense missed material.
- 01:02Opening Prayer and Reflections
A prayer is offered for travel mercies, a camp meeting, and the upcoming Thanksgiving break for students and faculty.
- 03:01Defining Power and Influence
Power is defined as the ability to influence others. It can be used positively or negatively by individuals and groups.
- 04:32McClellan's Study on Power Needs
McClellan's research found leaders often have a need for power, sometimes negatively, rather than a need to achieve.
- 06:03Converting Negative Power to Positive
Leaders can shift from negative power use by postponing gratification and refraining from impulsive actions.
- 07:05Leadership Motive Pattern Defined
This pattern involves high power need, high impulse control, and low affiliation need, often seen in secular settings.
- 09:27Seven Types of Power Introduced
The lecture introduces seven types of power, starting with legitimate, reward, coercive, and expert power.
Questions & Answers
What is power in organizational behavior?
Power is the ability to influence another person or group to do something they would not have done otherwise.
What did David McClelland's study find about leadership power?
McClelland found that many leaders were driven by a need for power or control, not just achievement, sometimes leading to negative use of power.
What is the leadership motive pattern?
It's a high need for power combined with high impulse control and a low need for affiliation, often seen in secular leadership with high managerial performance.
What are the seven types of power in organizations?
The seven types are legitimate, reward, coercive, expert, informational, referent, and charismatic power.
What is legitimate power?
Legitimate power comes from the formal position of authority that an individual holds within an organization.
What is coercive power?
Coercive power is the ability to discipline or punish employees, acting as the opposite of reward power.
Key Terms
- Power — The ability to influence another person or group to do something they would not have done otherwise.
- Leadership Motive Pattern — A high need for power with high impulse control and a low need for affiliation, often associated with high managerial performance.
- Legitimate Power — Power derived from the formal position or authority an individual holds within an organization.
- Reward Power — Power that comes from the ability to offer rewards or incentives to employees.