Chapter 10 Flashcards
Legitimate power
An individual’s ability to influence others behaviors because of the persons formal position in the organization
Reward power
An individual’s ability to influence others behaviors by providing them with valued things
Coercive power
An individual’s ability to influence others behaviors by punishing them
Expert power
An individual’s ability to influence others behaviors because of a recognized competencies, talents, or specialized knowledge.
Referent power
An individual’s ability to influence others because they respect, admire, or like the person
Political behavior
Attempts by individuals to influence the behaviors of others as a means to protect their self interest, meet their own needs, and advance their own goals.
Organizational politics
Actions by individuals, teams or leaders to acquire, develop and use power and other resources in order to obtain preferred outcomes
Traits model (Theory x/y)
Theory X – managers should take a command-and-control approach to management. People are lazy people lack ambition people dislike responsibility people are self-centered people don't like change
Theory y – manager should take an empowering approach to management. People are energetic people want to make contributions people do have ambition people will seek responsibility
Situational leadership styles
Telling style – clear instructions, specific directions, close supervision
selling style – leader provides direction to where communication build confidence and motivation.
Participating style –leader encourage his followers to share ideas, encouraging and helpful.
Delegating style – the leader turns over responsibility for making and implementing decisions to followers.
Vroom-jago leadership model
Prescribes a leaders choices among five leadership styles based on seven situational factors, recognizing the time requirements and costs associated with each style. (Used in our presentation)
