CH 14 Flashcards
(24 cards)
Leadership
ability to influence employees to voluntarily pursue organizational goals
Leaders vs. Managers
LEADERS
* influence, inspire, provide emotional support, rally employees around a common goal
* create visions and strategic plans
MANAGERS
* perform functions with planning, organizing, directing, and controlling
* in charge of IMPLEMENTING the vision and plan
Power
the ability to marshal human, informational, and other resources to get something done.
6 types of power
- legitimate
- reward
- coercive
- expert
- referent
- informational
Legitimate power
*ALL MANAGERS HAVE THIS
power that results from managers’ formal positions within the organization
Reward power
*ALL MANAGERS HAVE THIS
power that results from managers’ authority to reward their subordinates
Coercive power
*ALL MANAGERS HAVE THIS
results from manager’s authority to punish their subordinates
Expert power
resulting from one’s specialized information or expertise
Referent power
power derived from one’s personal attraction
Informational power
power deriving from one’s access to information
Four basic skills leaders need to have
- cognitive abilities
- interpersonal skills
- business skills
- conceptual skills
Cognitive abilities
to identify problems and their causes in rapidly changing situations
Interpersonal skills
to influence and persuade others
Business skills
to maximize the use of organizational assets
Conceptual skills
to draft an organization’s mission, vision, strategies, and implementation plans
Primary purpose of task-oriented leadership behaviors
to ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organization’s goals.
examples of this behavior: planning, clarifying, monitoring, and problem solving
Relationship-oriented leadership
is primarily concerned with leaders’ interactions with their people.
Behavioral leadership approach
is to determine the key behaviors displayed by effective leaders
Situational leadership approach
AKA contingency approach
to propose that effective leadership behavior depends on the situation
Contingency leadership model
determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and whether that style is effective for the situation at hand
Path-goal leadership model
effective leaders make available to followers desirable rewards in the workplace and increase their motivation by clarifying the paths, or behaviors, that will help them achieve those goals and providing support.
Transactional leadership
focusing on clarifying employee’s roles and task requirements and providing rewards and punishments contingent on performance.
Transformational leadership
inspires employees to pursue organizational goals over self-interests
LMX (leader-member exchange) model of leadership
emphasizes that leaders have different sorts of relationships with different subordinates
*looks at the quality of relationships between managers and their employees
*assumes that each manager-subordinate relationship is unique
