Chapter 14: Power, Influence, and Leadership

Question 1

Leadership

Answer 1

The ability to influence employees to voluntarily pursue organizational goals

Question 2

Leadership coaching

Answer 2

The process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals

Question 3

Managerial leadership

Answer 3

Involves both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals

Question 4

Personalized power

Answer 4

Power directed at helping oneself

Question 5

Socialized power

Answer 5

Power directed at helping others

Question 6

Legitimate power

Answer 6

One of five sources of a leader’s power that results from formal positions with the organization

Question 7

Reward power

Answer 7

One of five sources of a leader’s power that results from the authority to reward subordinates

Question 8

Coercive power

Answer 8

One of five sources of a leader’s power that results from the authority to punish

Question 9

Expert power

Answer 9

One of five sources of a leader’s power, resulting from specialized information or expertise

Question 10

Referent power

Answer 10

One of five sources of a leader’s power deriving from personal attraction

Question 11

Informational power

Answer 11

Power deriving from one’s access to information

Question 12

Influence tactics

Answer 12

Are conscious efforts to affect and change behaviors in others

Question 13

Trait approaches to leadership

Answer 13

Attempts to identify distinctive characteristics that account for the effectiveness of leaders

Question 14

Narcissism

Answer 14

A self-centered perspective, feelings of superiority, and a drive for personal power and glory

Question 15

Machiavellianism

Answer 15

A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles

Question 16

Psychopathy

Answer 16

A lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others

Question 17

Behavioral leadership approaches

Answer 17

Attempts to determine the distinctive styles used by effective leaders

Question 18

Task-oriented leadership behaviors

Answer 18

Ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals

Question 19

Initiating-structure leadership

Answer 19

A leadership behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output

Question 20

Production-centered leader behaviors

Answer 20

Emphasize the technical or task-related aspects of employees’ roles

Question 21

Relationship-oriented leadership

Answer 21

Form of leadership that is primarily concerned with the leader’s interactions with his or her people

Question 22

Consideration

Answer 22

A leadership behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust

Question 23

Employee-centered leader bahaviors

Answer 23

Emphasize relationships with subordinates and attention to their individual needs

Question 24

Situational approaches

Answer 24

An approach to leadership where it is believed that effective leadership behavior depends on the situation at hand

Question 25

Contingency leadership model

Answer 25

A model that determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand

Question 26

Path-goal leadership model

Answer 26

Approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

Question 27

Full-range leadership

Answer 27

Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) “leadership” at one extreme through transactional leadership, to transformational leadership at the other extreme

Question 28

Transactional leadership

Answer 28

Leadership style that focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance

Question 29

Transformational leadership

Answer 29

Leadership style that transforms employees to pursue organizational goals over self-interests

Question 30

Charisma

Answer 30

Form of interpersonal attraction that inspires acceptance and support

Question 31

Charismatic leadership

Answer 31

Once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership

Question 32

Leader-member exchange (LMX) model of leadership

Answer 32

Model of leadership that emphasizes that leaders have different sorts of relationships with different subordinates

Question 33

Servant leadership

Answer 33

Focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to yourself

Question 34

Empowering leadership

Answer 34

A form of leadership that represents the extent to which a leader creates perceptions of psychological empowerment in others

Question 35

Psychological empowerment

Answer 35

Employees’ belief that they have control over their work

Question 36

Ethical leadership

Answer 36

Directed by respect for ethical beliefs and values for the ­dignity and rights of others

Question 37

Dunning-Kruger effect

Answer 37

A cognitive bias whereby people who are incompetent at something are unable to recognize their own incompetence. And not only do they fail to recognize their incompetence, they’re also likely to feel confident that they actually are competent

Question 38

Global mind-set

Answer 38

Your belief in your ability to influence dissimilar others in a global context

Question 39

Power

Answer 39

The ability to marshal human, informational, and other resources to get something done