Chapter 14: Power, Influence, and Leadership Flashcards
Leadership
The ability to influence employees to voluntarily pursue organizational goals
Leadership coaching
The process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals
Managerial leadership
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
Personalized power
Power directed at helping oneself
Socialized power
Power directed at helping others
Legitimate power
One of five sources of a leader’s power that results from formal positions with the organization
Reward power
One of five sources of a leader’s power that results from the authority to reward subordinates
Coercive power
One of five sources of a leader’s power that results from the authority to punish
Expert power
One of five sources of a leader’s power, resulting from specialized information or expertise
Referent power
One of five sources of a leader’s power deriving from personal attraction
Informational power
Power deriving from one’s access to information
Influence tactics
Are conscious efforts to affect and change behaviors in others
Trait approaches to leadership
Attempts to identify distinctive characteristics that account for the effectiveness of leaders
Narcissism
A self-centered perspective, feelings of superiority, and a drive for personal power and glory
Machiavellianism
A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles
Psychopathy
A lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others
Behavioral leadership approaches
Attempts to determine the distinctive styles used by effective leaders
Task-oriented leadership behaviors
Ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals
Initiating-structure leadership
A leadership behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output
Production-centered leader behaviors
Emphasize the technical or task-related aspects of employees’ roles
Relationship-oriented leadership
Form of leadership that is primarily concerned with the leader’s interactions with his or her people
Consideration
A leadership behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust
Employee-centered leader bahaviors
Emphasize relationships with subordinates and attention to their individual needs
Situational approaches
An approach to leadership where it is believed that effective leadership behavior depends on the situation at hand
Contingency leadership model
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
Path-goal leadership model
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
Full-range leadership
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
Transactional leadership
Leadership style that focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance
Transformational leadership
Leadership style that transforms employees to pursue organizational goals over self-interests
Charisma
Form of interpersonal attraction that inspires acceptance and support
Charismatic leadership
Once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership
Leader-member exchange (LMX) model of leadership
Model of leadership that emphasizes that leaders have different sorts of relationships with different subordinates
Servant leadership
Focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to yourself
Empowering leadership
A form of leadership that represents the extent to which a leader creates perceptions of psychological empowerment in others
Psychological empowerment
Employees’ belief that they have control over their work
Ethical leadership
Directed by respect for ethical beliefs and values for the dignity and rights of others
Dunning-Kruger effect
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
Global mind-set
Your belief in your ability to influence dissimilar others in a global context
Power
The ability to marshal human, informational, and other resources to get something done
