Chapter 14

Question 1

an individual who is able to influence others to achieve organizational goals.

Answer 1

leader

Question 2

What is the difference between leaders and managers

Answer 2

The first difference is that managers should have a formal position in an organization, while leader may or may not have a formal position in an organization.

The second difference is that leaders focus on change and motivation (think of the future and possible developments), while managers focus on organizing and keeping order and applying polices and procedures now.

Question 3

the specific ways a leader chooses to influence.

Answer 3

Personal leadership style

Question 4

Sources of Power

Answer 4

1- Legitimate power: Comes from formal position in society or in an organization (e.g. managers, parents, police officer).
2- Reward power: comes from the ability to give or withhold rewards, rewards could be tangible (bounces/gifts) and intangible (praise/thank you notes).
3- Coercive power: the ability to punish. E.g. pay cuts, verbal criticism.
4- Expert power: based on special knowledge, skills and expertise.
5- Referent power: comes from liking, respect, identification (feeling similar to the leader), and loyalty. (Role models).

Question 5

identifying the personal characteristics that result in effective leadership.

Answer 5

Trait model

Question 6

identifies two basic types of behaviors that leaders use to influence others.

Answer 6

Behavioral Model

Question 7

The two types of behaviors are:

Answer 7

1- Consideration (focuses on relationships): focuses on trust, respect, care about employees’ well-being, help employees feel good about the work they perform.
2- Initiating structure (focuses on tasks): focus on getting the work done, and helping employees perform their work acceptably to achieve organizational goals.

Question 8

Transformational

Answer 8

Change and improvement

• Make employees/followers see the value and importance of their work to organizational success.
• Make employees/follower aware of their own need to develop, grow, and achieve accomplishments.
• Motivate workers to work for the good of the organization, not just for their own personal gains.

Question 9

Transactional

Answer 9

Exchange.

• Exchange high performance with rewards and low performance with punishment. Use reward and coercive powers to encourage high performance.
• Push employees/followers to change but they don’t change themselves.