Chapter 14 - Management

the ability to influence employees to voluntarily pursue organizational goals

leadership

enhancing a person’s abilities and skills to lead

leadership coaching

process of influencing others to understand and agree what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives

managerial leadership

the ability to marshal human, informational, and other resource to get something done (the extent to which a person is able to influence others so they respond to orders)

power

power directed at helping yourself

personalized power

power directed at helping others

socialized power

power that results from managers formal positions within the organization

legitamite power

power that results from managers authority to reward their subordinates

reward power

power that results from managers athority to punish their subordinates

coercive power

power that resulkts from ones specialized expertise

expert power

power derived from one’s personal attraction(strong, visionary leadership)

referent power

power derived from the logical and valuable information one communicates

informational power

Rational persuasion, consultation, inspirational appeals, ingratiating tactics, personal appeals

Soft or hard influence tactics?

soft

Exchange tactics, pressure tactics, coalition tactics, and legitimating tactics

Soft or hard influence tactics?

hard

the “dark side” trait that means having a self-centered perspectivem, feelings of superiority, and a drive for personal power and glory

narcissism

the “dark side” trait that means displaying a cynical view of human nature and condones oppurtunistic and unethical ways of manipulating people, putting results over principles

machiavellianism

the “dark side” trait characterized by a lac of concern for others, impulsive behavior, and a lack of remorse when actions harm others

psychopathy

What are the 4 basic skills for leaders?

cognitive abilities, interpersonal, business, and conceptual skills

ability to identify probvles and their causes in rapdily changing situations

cognitive abilties

skill to influence and persuade others

interpersonal skills

skills maximizing the use of organizational assets

business skills

skills to draft an organization’s mission, vision, strategies, and implementation plans

conceptual skills

approach that attempts to determine the distinctive styles used by effective leaders

behavioral leadership approaches

The behavioral leadership approach is divided into what 4 categories?

task-oriented

relationship-oriented

passive behavior

transformational behavior

behaviors that ensure that people, equipments, and other resources are used in an efficient way to accomplish the mission

task-oriented leadership behaviors

What are the two types of task-oriented leadership behaviors?

initiating-structure leadership and transactional leadership

leadership that organizes and defines what employees should be doing to maximize output

initiating-structure leadership

leadership that clarifies employees’ roles and task requirements and provides rewards and punishments contingent on performance

transactional leadership

leadership beahvior primarily concerned with the leaders interactions with his or her employees

relationship-oriented leadership

What are the 4 types of relationship-oriented leadership?

consideration

empowering leadership

ethical leadership

servant leadership

leader behavior that’s concerned with group member’s needs and desires and that’s directed at creating mutual respect or trust

consideration

represents the extent to which a leader creates perceptions of psychological empowerment in others

empowering leadership

employees’ beliefs that they have control over their work

psychological empowerment

leadership that represents normatively appropriate behavior that focuses on being a moral role model (includes communicating ethical values to others)

ethical leadership

leadership that focuses on providing increased service to others

servant leadership

form of leadership behavior characterized by a lack of leadership skills

ex: management-by-exception

passive leadership

a form of “leadership” characterized by a general failure to take responsibility for leading

laissez-faire leadership

What are the two conclusions of the behavioral approaches?

a leaders behavior is more important than his or her traits

there is no one best styles of leadership

approach to leadership that is the belief that effective leadership behavior depends on the situation at hand

situational approaches to leadership

What is the other name for the situational approach to leadership?

contingency approach

What are the two types of situational approaches?

contingency leadership

path-goal leadership

Who developed the Contingency Leadership Model?

Fred Fieldler

What does the contingency leadership model consist of?

determining if a leaders style is task-oriented or relationship-oriented and if that style if effective for the situation at hand

What are the three dimensions of situational control?

leader-member relations (poor-good)

task structure (low-high)

position power (weak-strong)

dimensions of situational control that reflects the extent to which the leader has the support, loyalty, and trust of the work group

leader-member relations

dimension of situational control which is the extent to which tasks are routine and easily understood

task structure

dimension of situational control that refers to how much power a leader has to make work assignments and reward and punish

position power

Who developed the Path-Goal Leadership Model?

Robert House

the leadership model in which the effective leader increases employees’ motivation by clarifying the paths, or behavior, that will help them achieve goals, and provides them with support

path-goal leadership model

What two things cause some leadership behaviors to be more effective than others?

employee characteristics and environmental factors

type of leadership where the employees are encouraged to pursue organizational goals over self-interests

transformational leadership

What is the difference between transactional leaders and transformational leaders?

transactional leaders try to get people to do ordinary things and transformational leaders encourage their people to do exceptional things

What are the 4 behaviors of transformational leadership?

inspirational motivation

idealized influence

individualized consideration

intellectual stimulation

model of leadership that emphasizes that leaders have different sorts of relationships with different subordinates

leader member exchange (LMX)

What does an in-group exchange consist of?

trust and respect

What does an out-group exchange consist of?

lack of trust and respect