CH8 - LEADING Flashcards
involves influencing others to engage in the work behaviors necessary to reach organization goals
Leading
while ____ refers to the function, _____ refers to the process
leading, leadership
Bases of power
- legitimate power
- reward power
- coercive power
- referent power
- expert power
a person who occupies a higher position power over persons in lower positions within the organization
legitimate power
when a person has the ability to give rewards to anybody who follows orders or requests
reward power
refer to money or other tangible benefits like cars, house and lot
material rewards
rewards consist of recognition, praises, etc
psychic rewards
when a person compels another to comply with orders through threats or punishment
coercive power
when a person can get compliance from another because the latter would want to be identified with the former
referent power
provide specialized information regarding specific lines of expertise
expert power
the process of influencing and supporting others to work enthusiastically toward achieving objectives
leadership
Traits of Effective Leaders
- personal drive
- desire to lead
- personal integrity
- self confidence
- analytical ability or judgment
- knowledge of company
- charisma
- creativity
- flexibility
willing to accept responsibility, possess vigor, initiative, persistence, and health
personal drive
some aren’t qualified because they lack:
desire to lead
A person who is well-regarded by others as one who has integrity posses one trait of a leader
personal integrity
activities of leaders require moves that will produce the needed outputs
self-confidence
a leader with sufficient skill to determine the root cause of the problem
analytical ability
A leader is well informed about the company
knowledge of the company, industry, or technology
when a person has sufficient personal magnetism that leads people to follow directives
charisma
the ability to combine existing data, experience, and preconditions from various sources in such a way that results…
creativity
people differ in the way they do their work, one will adapt a different method
flexibility
Leadership skills
- technical skills
- human skills
- conceptual skills
specialized knowledge needed to perform a job
technical skills
ability of a leader to deal with people, both inside and outside the organization
human skills
the ability to think in abstract terms, to see how parts fit together to form the whole
conceptual skills
Behavioral approaches to leadership styles
- accdg to the ways leaders approach people to motivate them
- accdg to the way the leader uses power
- accdg to the leader’s orientation toward task and people
two ways leaders approach people
- positive leadership
- negative leadership
leader’s approach emphasizes rewards
positive leadership
punishment is emphasized by the leader
negative leadership
Ways leader uses power
- autocratic
- participative
- free-rein
leaders who make decisions themselves, without consulting subordinates
autocratic leaders
when a leader openly invites his subordinates to participate or share in decisions
participative leader
leaders who set objectives and allow employees or subordinates relative freedom
free-rein leaders
leaders orientation toward tasks and people
- employee orientation
- task orientation
leader considers employees as human beings of intrinsic importance
employee orientation
leader places stress on production and technical aspects and views employees as means of finishing job
task orientation
leadership is effective when the leader’s style is appropriate to the situation
Fiedler’s Contingency Model
Situational characteristics is determined by:
- relations between leaders and followers
- structure of the task
- power inherent to the leader’s position
most important factor affecting the selection of a leader’s style is the development level of subordinate
Hersey and Blanchard Situational Leadership Model
Maturity components
- job skills and knowledge
- psychological maturity
Blanchard leadership styles
- Directing
- Coaching
- Supporting
- Delegating
for people who lack competence but enthusiastic and committed
directing
for people who have competence but lack commitment
coaching
for people who have competence but lack of confidence or motivation
supporting
for people who have both competence and commitment
delegating
Path-goal leadership styles
- Directive leadership
- Supportive leadership
- Participative leadership
- Achievement-oriented leadership
where the leader focuses on clear task assignments
directive leadership
where subordinates are treated as equals
supportive leadership
where the leader consults with subordinates to seek suggestions
participative leadership
where the leader set challenging goals, emphasize excellence
achievement-oriented leadership
