CH 10: Leaders and Leadership Flashcards
Leadership
The process by which an individual exerts influence over the people and inspires, motivates, and directs their activities to help achieve group or organizational goals.
Leader
An individual who is able to exert influence over other people to help achieve group or organizational goals.
Personal Leadership Style
Specific ways in which a manager chooses to influence other people - shapes how that manager approaches planning, organizing, and controlling.
Servant Leaders
A leader who has a strong desire to serve and work for the benefit of others.
Legitimate Power
The authority that a manager has by virtue of his or her position in an organization’s hierarchy.
Reward Power
The ability of a manager to give or withhold tangible rewards.
Coercive Power
The ability of a manager to punish others.
Expert Power
Power that is based on the special knowledge, skills, and expertise that a leader possesses.
Referent Power
Power that comes from employee’s and coworkers’ respect, admiration, and loyalty.
Empowerment
The expansion of employees’ knowledge, tasks, and decision-making responsibilities.
Consideration
Behavior indicating that a manager trusts, respects, and cares about employees.
Initiating Structure
Behavior that managers engage in to ensure that work gets done, employees perform their jobs acceptably, and the organization is efficient and effective.
Relationship Oriented Leaders
Leaders whose primary concern is to develop good relationships with their employees and to be liked by them.
Task Oriented Leaders
Leaders whose primary concern is to ensure that employees perform at a high level
Leader-Member Relations
The extent to which followers like, trust, and are loyal to their leader: a determinant of how favorable a situation is for leading.
Task Structure
The extent to which the work to be performed is clear-cut so that a leader’s employees know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading.
Position Power
The amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading.
Path-Goal Theory
A contingency model of leadership proposing that leaders can motivate employees by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals.
Four types of Leadership Behaviors:
1.Direct Behaviors
2.Supportive Behaviors
3.Participative Behaviors
4.Achievement-Oriented Behaviors
Fiedler’c Contingency Model
Explains why a manager may be an effective leader in one situation and ineffective in another; it also suggests which kind of managers are likely to be most effective in which situations.
