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MGMT PT. 2 > Chapter 12: Leadership Power and Sources of Power > Flashcards

Chapter 12: Leadership Power and Sources of Power Flashcards

(66 cards)

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1
Q

power

A

ability to get others to do things that they otherwise would not do

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2
Q

the five sources of power

A 
legitimate 
reward
coercive
referent 
expert
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3
Q

legitimate power

A

leader has authority to tell others what to do

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4
Q

legit power example

A

leader has subordinate remove a safety hazard

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5
Q

reward power

A

leader controls valued rewards

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6
Q

reward power example

A

work hard to get positive performance review and raise

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7
Q

coercive power

A

leader has control over punishments

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8
Q

coercive power example

A

punish those who are absent often

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9
Q

referent power

A

leader has characteristics that appeal to others (charisma)

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10
Q

referent power example

A

u do something for someone bc he is like-able

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11
Q

expert power

A

leader has certain expertise or knowledge

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12
Q

expert power example

A

salesperson gives a seasoned sales manager tips on how to seal a deal and season al manager follows b/c they respect the expertise of the expert manager

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13
Q

what’re the 4 leadership theories

A

great person theory
trait theory
behavioral theory
contingency theory

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14
Q

great person theory

A

ppl who are born leaders

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15
Q

trait theory

A

some characteristics (traits) distinguish leaders and non-leaders

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16
Q

whats the oldest leadership perspective

A

trait theory

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17
Q

competence/skill theory (3 things)

A

technical
interpersonal
conceptual

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18
Q

drive

A

characteristic that refers to high level of effort

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19
Q

need for achievement

A

constantly striving for improvement

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20
Q

leadership motivation

A

want to lead

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21
Q

usually extroverted

A

have a high need for power

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22
Q

integrity

A

correspondence b/w actions and words

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23
Q

two aspects to integrity

A

honesty, credibility

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24
Q

self confidence

A

overcome obstacles, make decisions despite uncertainty, instill confidence in others

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25
knowledge of business
high knowledge of industry, companies, technical matters
26
behavioral theory
what good leaders do, how they behave (human relations)
27
task performance
leader's efforts to ensure that the work unit or organization reaches its goals
28
aspects to task performance
speed, quality, accuracy, quantity, following the rules
29
group maintenance
leaders take satisfaction of members, maintains harmonious work relationships
30
what does group maintenance focus on
ppl's feelings and comfort, appreciation of them, and stress reduction
31
leader member exchange theory (LMX)
highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis
32
group maintenance
group is successful
33
autocratic group maintenance
higher performance, make decisions and announce to the group
34
democratic group maintenance
most positive attitude, solicits input from others
35
Blake and mouton's managerial grid
managers are rated on their concern for production and concern for ppl
36
the ideal leader is oriented in two different ways:
performance and maintenance oriented (production and ppl)
37
contingency theory of leadership
situational approach
38
vroom model
how do leaders go about making decisions? assessing the situation before determining the best leadership style -operates like a funnel
39
fiedler
effectiveness based on personal style of leader and situation power
40
task motivated leadership
emphasis on completing tasks (LOW SCORE)
41
relationship motivated leadership
emphasis on interpersonal relationships (high score)
42
hersey and blanchard
maturity of followers is key factor (life cycle theory)
43
job maturity
level of the followers skills and technical knowledge relative to the task being performed
44
psychological maturity
is the followers self confidence to do a good job
45
what does psychological maturity propose
the more mature followers, the less the leader needs to engage in task performance behaviors
46
low maturity levels place an emphasis on what?
performance related leadership
47
house's path goal theory (2 things)
1. personal characteristics | 2. environmental pressures
48
whats the most comprehensive and generally useful situational model of leadership effectiveness
house's path goal theory
49
4 leadership behaviors
directive supportive participative achievement
50
directive leadership behavior
task performance, oriented behavior
51
supportive leadership behavior
group-maintenance oriented behavior
52
participative leadership behavior
decision style
53
achievement-oriented leadership behavior
behavior geared towards motivating others
54
whats the main point of the path-goal theory
appropriate leader behaviors, as determined by characteristics of followers and the work environment...leads to effective performance
55
fielder's LPC theory says effectiveness depends on two factors
1. personal style of the leader | 2. degree to which the situation gives the leader power, control, and influence over the situation
56
task motivated leadership
places primary emphasis on completing task, most likely exhibited by leaders with low LPC scores
57
low LPC scores
4,5,6,7
58
relationship motivated leadership
emphasizes maintaining good interpersonal relationships and is more likely from leaders w/ high LPC scores
59
what're the high LPC scores
1,2,3,8
60
charismatic leadership
dominant, exceptionally self confident, convinced of the moral righteousness of his or her beliefs, able to arouse sense of excitement in subordinates
61
transactional leadership
mgmt is series of transactions that utilize legitimate, reward, and coercive powers
62
transformational leadership
leader motivates group to transcend personal interests for good of org.
63
transcendental leadership
includes spirituality, her pppl transcend the self and see what's good for all
64
authentic leadership
strive for authenticity in the form of honesty, genuineness, reliability, integrity, and trustworthiness....care about public interests, not just their own
65
level 5 leadership
ultimate leadership style, combines drive/resolve and humility (Nelson Mandela)
66
servant leadership
serves the needs of others to enhance personal growth while strengthening the org.

MGMT PT. 2 (5 decks)

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