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MGMT PT. 2 > Chapter 12: Leadership Power and Sources of Power > Flashcards

Chapter 12: Leadership Power and Sources of Power Flashcards

1
Q

power

A

ability to get others to do things that they otherwise would not do

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2
Q

the five sources of power

A 
legitimate 
reward
coercive
referent 
expert
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3
Q

legitimate power

A

leader has authority to tell others what to do

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4
Q

legit power example

A

leader has subordinate remove a safety hazard

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5
Q

reward power

A

leader controls valued rewards

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6
Q

reward power example

A

work hard to get positive performance review and raise

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7
Q

coercive power

A

leader has control over punishments

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8
Q

coercive power example

A

punish those who are absent often

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9
Q

referent power

A

leader has characteristics that appeal to others (charisma)

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10
Q

referent power example

A

u do something for someone bc he is like-able

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11
Q

expert power

A

leader has certain expertise or knowledge

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12
Q

expert power example

A

salesperson gives a seasoned sales manager tips on how to seal a deal and season al manager follows b/c they respect the expertise of the expert manager

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13
Q

what’re the 4 leadership theories

A

great person theory
trait theory
behavioral theory
contingency theory

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14
Q

great person theory

A

ppl who are born leaders

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15
Q

trait theory

A

some characteristics (traits) distinguish leaders and non-leaders

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16
Q

whats the oldest leadership perspective

A

trait theory

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17
Q

competence/skill theory (3 things)

A

technical
interpersonal
conceptual

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18
Q

drive

A

characteristic that refers to high level of effort

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19
Q

need for achievement

A

constantly striving for improvement

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20
Q

leadership motivation

A

want to lead

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21
Q

usually extroverted

A

have a high need for power

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22
Q

integrity

A

correspondence b/w actions and words

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23
Q

two aspects to integrity

A

honesty, credibility

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24
Q

self confidence

A

overcome obstacles, make decisions despite uncertainty, instill confidence in others

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25
Q

knowledge of business

A

high knowledge of industry, companies, technical matters

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26
Q

behavioral theory

A

what good leaders do, how they behave (human relations)

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27
Q

task performance

A

leader’s efforts to ensure that the work unit or organization reaches its goals

28
Q

aspects to task performance

A

speed, quality, accuracy, quantity, following the rules

29
Q

group maintenance

A

leaders take satisfaction of members, maintains harmonious work relationships

30
Q

what does group maintenance focus on

A

ppl’s feelings and comfort, appreciation of them, and stress reduction

31
Q

leader member exchange theory (LMX)

A

highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis

32
Q

group maintenance

A

group is successful

33
Q

autocratic group maintenance

A

higher performance, make decisions and announce to the group

34
Q

democratic group maintenance

A

most positive attitude, solicits input from others

35
Q

Blake and mouton’s managerial grid

A

managers are rated on their concern for production and concern for ppl

36
Q

the ideal leader is oriented in two different ways:

A

performance and maintenance oriented (production and ppl)

37
Q

contingency theory of leadership

A

situational approach

38
Q

vroom model

A

how do leaders go about making decisions?
assessing the situation before determining the best leadership style
-operates like a funnel

39
Q

fiedler

A

effectiveness based on personal style of leader and situation power

40
Q

task motivated leadership

A

emphasis on completing tasks (LOW SCORE)

41
Q

relationship motivated leadership

A

emphasis on interpersonal relationships (high score)

42
Q

hersey and blanchard

A

maturity of followers is key factor (life cycle theory)

43
Q

job maturity

A

level of the followers skills and technical knowledge relative to the task being performed

44
Q

psychological maturity

A

is the followers self confidence to do a good job

45
Q

what does psychological maturity propose

A

the more mature followers, the less the leader needs to engage in task performance behaviors

46
Q

low maturity levels place an emphasis on what?

A

performance related leadership

47
Q

house’s path goal theory (2 things)

A
  1. personal characteristics

2. environmental pressures

48
Q

whats the most comprehensive and generally useful situational model of leadership effectiveness

A

house’s path goal theory

49
Q

4 leadership behaviors

A

directive
supportive
participative
achievement

50
Q

directive leadership behavior

A

task performance, oriented behavior

51
Q

supportive leadership behavior

A

group-maintenance oriented behavior

52
Q

participative leadership behavior

A

decision style

53
Q

achievement-oriented leadership behavior

A

behavior geared towards motivating others

54
Q

whats the main point of the path-goal theory

A

appropriate leader behaviors, as determined by characteristics of followers and the work environment…leads to effective performance

55
Q

fielder’s LPC theory says effectiveness depends on two factors

A
  1. personal style of the leader

2. degree to which the situation gives the leader power, control, and influence over the situation

56
Q

task motivated leadership

A

places primary emphasis on completing task, most likely exhibited by leaders with low LPC scores

57
Q

low LPC scores

A

4,5,6,7

58
Q

relationship motivated leadership

A

emphasizes maintaining good interpersonal relationships and is more likely from leaders w/ high LPC scores

59
Q

what’re the high LPC scores

A

1,2,3,8

60
Q

charismatic leadership

A

dominant, exceptionally self confident, convinced of the moral righteousness of his or her beliefs, able to arouse sense of excitement in subordinates

61
Q

transactional leadership

A

mgmt is series of transactions that utilize legitimate, reward, and coercive powers

62
Q

transformational leadership

A

leader motivates group to transcend personal interests for good of org.

63
Q

transcendental leadership

A

includes spirituality, her pppl transcend the self and see what’s good for all

64
Q

authentic leadership

A

strive for authenticity in the form of honesty, genuineness, reliability, integrity, and trustworthiness….care about public interests, not just their own

65
Q

level 5 leadership

A

ultimate leadership style, combines drive/resolve and humility (Nelson Mandela)

66
Q

servant leadership

A

serves the needs of others to enhance personal growth while strengthening the org.

MGMT PT. 2 (5 decks)

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