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Chapter 14
Leadership | the ability to influence employees to voluntarily pursue organizational gains |
Legitimate power | results from managers’ formal positions within the organization |
Reward power | results from managers’ authority to reward their subordinates |
Coercive power | results from managers’ authority to punish their subordinates |
Expert power | results from one’s specialized information or expertise |
Referent power | derived from one’s personal attraction |
Rational persuasion | convincing someone by using logic, reason, or facts |
Inspirational appeals | building enthusiasm or confidence by appeals to emotions, ideals, or values |
Consultation | getting others to participate in a decision or change |
Ingratiating tactics | acting humble or friendly before making a request |
Personal appeals | referring to friendship and loyalty when making a request |
Exchange tactics | reminding someone of past favors or offering to make a trade |
Coalition tactics | getting others to support your effort |
Pressure tactics | using demands, threats, or intimidation |
Legitimating tactics | basing a request on implied support from superiors, or on rules or policies |
Trait approaches to leadership | attempt to identify distinctive characteristics that account for the effectiveness of leaders |
Narcissism | having “a self-centered perspective, feelings of superiority, and a drive for personal power and glory |
Machiavellianism | displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles |
Psychopathy | characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others |
Women Traits | women executives score higher than their male counterparts on a variety of measures - from producing high quality work to goal-setting to mentoring employees |
The Lack of Women at the Top | 1. Unwillingness to compete or sacrifice 2. Modesty 3. Lack of mentor 4. Starting out lower, and more likely to quit |
Behavioral leadership | approaches attempt to determine the distinctive styles used by effective leaders |
Task-oriented leadership behaviors | to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization. Example: planning, clarifying, monitoring, and problem solving |
Initiating-structure leadership | leader behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output |
Transactional leadership | focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance. |
Relationship-oriented leadership | primarily concerned with the leader’s interactions with his or her people |
Consideration | leader behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust |
Empowering leadership | represents the extent to which a leader creates perceptions of psychological empowerment in others. |
Psychological empowerment | employees’ belief that they have control over their work |
Leading for meaningfulness: | inspiring and modeling desirable behaviors |
Leading for self-determination: | delegating meaningful tasks |
Leading for competence: | supporting and coaching employees |
Leading for progress: | monitoring and rewarding employees |
Participative management (PM) | the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization |
Servant leadership | focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself. |
Passive leadership | form of leadership behavior characterized by a lack of leadership skills |
Laissez-faire leadership | a form of “leadership” characterized by a general failure to take responsibility for leading |
Contingency leadership model | determines if a leader’s style is task oriented or relationship-oriented and if that style is effective for the situation at hand |
Leader-member relations | reflects the extent to which the leader has the support, loyalty, and trust of the work group |
Leader-member relations | extent to which tasks are routine and easily understood |
Position power | refers to how much power a leader has to make work assignments and reward and punish |
Path-Goal Leadership Model | holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support |
Transformational leadership | transforms employees to pursue organizational goals over self-interests and influenced by individual characteristics and organizational culture |
Key Behaviors of Transformational Leaders | 1. Inspirational motivation 2. Idealized influence 3. Individualized consideration 4. Intellectual stimulation |
Leader-Member Exchange (LMX) | emphasizes that leaders have different sorts of relationships with different subordinates |
E-leadership | can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology |
Management is about coping with | complexity |
leadership is about coping with | change |
Managerial leadership | defined as the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives. |
Personalized power | power directed at helping oneself |
Socialized power | power directed at helping others |
Task oriented style work best | in either high-control or low-control situations |
Relationship oriented style work best | in situations of moderate control |
Full range leadership | suggest that leadership behavior varies along a full range of leadership styles, from passive leadership one extreme, through transactional leadership, to transformational leadership at the other extreme. |
Charisma | a form of interpersonal attraction that inspires acceptance and support. |
Which leadership approach that attempts to identify distinctive characteristics that account for the effectiveness of leader?
MGMT 3103 Module 15.
Which approach to leadership asserts that a leader's effectiveness depends on the situation at hand?
Situational Leadership. Situational leadership, or leadership in context, means that leadership itself depends on the situation at hand.
Why is leadership become required for survival?
d) Because more changes are needed. As the business world has become more competitive and volatile, doing things the same way as last year (or doing it 5 percent better) is no longer a formula for success. More changes are required for survival—hence the need for leadership.
What type of leadership represents normatively appropriate behavior that focuses on being a moral role model?
Ethical leadership is defined as “leadership demonstrating and promoting 'normatively appropriate conduct through personal actions and interpersonal relations'.” When you boil it down, this really means that ethical leadership is defined as putting people into management and leadership positions who will promote and be ...