chapter 11 Flashcards
leaders
People who can influence the behaviors of others without having to rely on force; those accepted by others as leaders
Legitimate power
Power granted through the organizational hierarchy (managers, ceos, etc)
Reward power
The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition
Coercive power
The power to force compliance by means of psychological, emotional, or physical threat
referent power
The personal power that accrues to someone based on identification, imitation, loyalty, or charisma
Expert power
The personal power that accrues to someone based on the information or expertise they possess
The trait approach
some basic trait or set of traits existed that differentiated leaders from nonleaders.
job-centered leader behavior
The behavior of leaders who pay close attention to the job and work procedures involved with that job
employee-centered leader behavior
The behavior of leaders who develop cohesive work groups and ensure employee satisfaction
initiating-structure behavior
The behavior of leaders who define the leader–subordinate role so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed
consideration behavior
The behavior of leaders who show concern for subordinates and attempt to establish a warm, friendly, and supportive climate
LPC theory
A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness
least-preferred coworker (LPC) measure
The measuring scale that asks leaders to describe the person with whom he or she is able to work least well
path–goal theory
A theory of leadership suggesting that the primary functions of a leader are to make rewards available in the workplace and to clarify the kinds of behavior that will lead to those rewards
Vroom’s decision tree approach
Predicts what kinds of situations call for different degrees of group participation
Decide Decision-Making Style
The manager makes the decision alone and then announces or “sells” it to the group.
Consult Decision-Making Style
The manager presents the situation to group members individually, obtains their suggestions, and then makes the decision.
Facilitate Decision-Making Style
The manager presents the situation to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.
Delegate Decision-Making Style
The manager allows the group to define for itself the exact nature and parameters of the situation and then to develop a solution.
substitutes for leadership
A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization
charismatic leadership
assumes that charisma, an individual trait of the leader, fosters interpersonal attraction, inspiring support and acceptance.
transformational leadership
Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking
strategic leadership
The ability to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment
Political behavior
Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes
inducement
when a manager offers to give something to someone else in return for that person’s support.
creation of an obligation
do something for someone so they owe you for something later
Impression management
A direct and intentional effort by someone to enhance his or her image in the eyes of others
middle of the road management
Concern: people MID, product MID
Authority-compliance management
Concern: people LOW, product HIGH
Impoverished management
Concern: people LOW, product LOW
Team management
Concern: people HIGH, product HIGH
Country club management
Concern: people HIGH, product LOW
