ch 14 POWER INFLUENCE, & LEADERSHIP

Question 1

leadership

Answer 1

ability to influence employees to purse org goals

Question 2

leadership coaching

Answer 2

enhancing a persons abilities and skills to lead

Question 3

managerial leadership

Answer 3

process of influencing others to understand and agree what needs to be done to achieve shared goals

Question 4

being a manager means

Answer 4

-planning, org, controlling, leading
-managing resources

Question 5

being a leader means

Answer 5

-inspiring
-visonary
-managing people

Question 6

5 sources of power

Answer 6

legitimate
reward
coercive
expert
referent

Question 7

legitimate power

Answer 7

comes from managers formal positions

Question 8

reward power

Answer 8

results from managers authority to reward their employees

Question 9

coercive power

Answer 9

results from managers authority to punish their employees

Question 10

expert power

Answer 10

Results from one’s specialized info or expertise

Question 11

referent power

Answer 11

Derived from one’s personal attraction (strong, visionary leadership).

Question 12

soft influence tactics

Answer 12

-integration, consulation, personal appeals

Question 13

hard tactics

Answer 13

exchange tactics, pressure, coalition

Question 14

4 basic skills for leaders

Answer 14

cognitive abilities
interpersonal skills
business skills
conceptual skills

Question 15

task oriented

Answer 15

ensure ppl, equip, and other resources are used in an efficent way

-initiating structure leadership
-transactional leadership

Question 16

-initiating structure leadership

Answer 16

defines what
employees should be doing to maximize output.

Question 17

transactional leadership

Answer 17

clarifies employees’ roles and task
requirements and provides rewards and punishments

Question 18

relationship oriented

Answer 18

concerned with leader’s interactions with the
employees

4 types
-consideration
empowering
ethical
servant

Question 19

consideration

Answer 19

Leader behavior that is concerned with group members’ needs and desires

Question 20

empowering

Answer 20

Indicates how much a leader makes other people feel like they have psychological power.

Question 21

Psychological empowerment

Answer 21

Employees’ belief that they have control over their work

Question 22

ethical leadership

Answer 22

appropriate behavior that focuses on being a
moral role model

Question 23

passive leadership

Answer 23

leadership behavior
characterized by a lack of
leadership skills. (laisezz faire)

Question 24

contingency leadership style (fiedler)

Answer 24

determing if a leader’s style is (1) task-oriented or (2) relationship-oriented

uses the least preferred coworker (LPC) scale, in which workers rank
the coworker they least enjoyed working with

the higher the score the more task oriented

Question 25

leader member relations

Answer 25

reflects the extent to which the leader has support and loyalty

Question 26

task structure

Answer 26

extent to which tasks are easily understood

Question 27

position power

Answer 27

Refers to how much power a leader has to make work assignments and reward and punish

Question 28

path goal leadership model (house)

Answer 28

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

Question 29

TRANSFORMATIONAL LEADERSHIP

Answer 29

Employees are encouraged to pursue organizational goals over self-interests.

Question 30

4 key behaviors of transformational leadership

Answer 30

-inspirational motivation -idealized influence -individualized consideration -intellectual stimulation

Question 31

Leader-member Exchange (LMX) model of leadership

Answer 31

Emphasizes that leaders have different sorts of relationship with different subordinates

Question 32

In-Group Exchange versus Out-Group Exchange

Answer 32

n-group exchange: trust and respect. Out-group exchange: lack of trust and respect.

Question 33

leading with humility

Answer 33

Humility is a relatively stable trait grounded in the belief that “something greater than the self exists