OBS Chapter 3B

Question 1

Leadership

Answer 1

The process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

Question 2

Personal leadership style

Answer 2

The specific ways in which a manager chooses to influence other people.

Question 3

Servant leaders

Answer 3

They have a strong desire to serve and work for the benefit of others. They share power with others to ensure that followers’ needs are met.

Question 4

Collectivistic culture

Answer 4

Places prime emphasis on the group rather than the individual, so the importance of the individuals’ own personalities, needs, and desires is minimized.

Question 5

Managerial power: Legitamite power

Answer 5

The authority a manager has by virtue of his or her position in an organization’s hierarchy.

Question 6

Managerial Power: Reward power

Answer 6

The ability of a manager to give or withhold tangible rewards ( pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect).

Question 7

Managerial power: Coercive power

Answer 7

The ability of a manager to punish others ( verbal reprimands & pay reductions).

Question 8

Managerial power: Expert power

Answer 8

Based on the special knowledge, skills, and expertise that a leader possesses.

Question 9

Managerial power: Referent power

Answer 9

More informal than other kinds of power. A function of the personal characteristics of a leader; it is the power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.

Question 10

Empowerment

Answer 10

The process of giving employees at all levels the authority to make decisions, be responsible, improve quality, and cut costs.

Question 11

The trait model of leadership

Answer 11

Focused on identifying the personal characteristics that cause effective leadership.
(Intelligence, knowledge and expertise, dominance, self-confidence, high energy, tolerance for stress, integrity and honesty, maturity.)

Question 12

The behavior model

Answer 12

Consideration & initiating structure (independent leader behaviors)

Question 13

Consideration (behavior model)

Answer 13

Leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. Managers who truly look out for the well-being of their subordinates, and do what they can to help subordinates feel good and enjoy their work, perform consideration behavior.

Question 14

Initiating structure (behavior model)

Answer 14

Leaders engage in initiating structure when they take steps to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.

Question 15

Contingency models of leadership

Answer 15

Thake into account the situation, or context, within which leadership occurs.

Question 16

Fiedler’s Contingency model

Answer 16

Effective leadership depends on the characteristics of the leader and of the situation.

Question 17

Leader style(Fiedler’s model)

Answer 17

1. Relationship-orientated leaders: Primarily concerned with developing good relationships with their subordinates and being liked by them.
2. Task-orientated leaders: Primarily concerned with ensuring that subordinates perform at a high level and focus on task accomplishment.

Question 18

Situational characteristics

Answer 18

1. leader-member relations: the extent to which followers like, trust, and are loyal to their leader.
2. task structure: the extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it.
3. position power: the amount of legitimate, reward, and coercive power a leader has by virtue of his or her position in an organization
   (important determinants of how favorable a situation is for leading)

Question 19

House’s path-goal theory

Answer 19

Effective leaders motivate subordinates to achieve goals by (1)clearly identifying the outcomes that the subordinates are trying to obtain from the workplace, (2)rewarding subordinates with these outcomes for high performance and the attainment of work goals, and (3)clarifying for subordinates the paths leading to the attainment of work goals.

Question 20

3 Guidelines of the Path-goal theory

Answer 20

1. Find out what outcomes your subordinates are trying to obtain from their jobs and the organization.
2. Reward subordinates for high performance and goal attainment with the outcomes they desire.
3. Clarify the paths to goal attainment for subordinates, remove any obstacle to high performance, and express confidence in subordinates’ capabilities.

Question 21

Leadership substitute

Answer 21

Something that acts in place of the influence of a leader and makes leadership unnecessary.

Question 22

Transformational leadership

Answer 22

Occurs when managers change (or transform) their subordinates in three important ways.
They are charismatic and engage in developmental consideration.

Question 23

3 important ways of changing subordinates

Answer 23

1. Transformational managers make subordinates aware of how important their are for the organizations and how necessary it is for them to perform those jobs as best they can so the organization can attain goals.
2. Transformational managers make their subordinates aware of the subordinates’ own needs for personal growth, development, and accomplishment.
3. Transformational managers motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain or benefit.

Question 24

Developmental consideration

Answer 24

Managers not only perform in the consideration behavior described earlier, such as demonstrating true concern for well-being of subordinates, but also go one step further-support and encourage subordinates.

Question 25

Transactional Leadership

Answer 25

Managers use their reward and coercive powers to encourage high performance.

Question 26

Gender and management

Answer 26

women- more participative and involving subordinates in decision making and seeking input
men- less participative making decisions on their own and wanting to do things their own way.