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Flashcards in Chapter 14 Deck (31):
1

Leadership

The ability to influence employees to voluntarily pursue organizational gains

2

Being a manager: Coping with complexity

Determining what needs to be done- planning and budgeting

Creating arrangements of people to accomplish an agenda- organizing and staffing

Ensuring people do their jobs- controlling and problem solving

3

Being a leader: coping with change

Determining what needs to be done- setting a direction

Creating arrangements of people to accomplish an agenda - aligning people

Ensuring people do their jobs- motivating and inspiring

4

What are the 5 sources of power

Legitimate power
Reward power
Coercive power
Expert power
Referent power

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Legitimate power

Results from managers formal positions within the organization

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Reward power

Results from managers authority to reward their subordinates

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Coercive power

Results from managers authority to punish their subordinates

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Expert power

Results from ones specialized information or expertise

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Referent power

Derived from ones personal attraction

10

Trait approach to leadership

Attempt to identify distinctive characteristics that account for the effectiveness of leaders

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Dark side traits

Narcissism self centered
Machiaivellianism cynical view on human nature
Psycopathy

12

Behavioral leadership

Approaches attempt to determine the distinctive styles used by effective leaders

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Task oriented leadership behaviors

Ensures that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization

Planning, clarifying, monitoring, and problem solving

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Initiating structure leadership

Leader behavior that organizes and defines-that is- “initiates the structure for”- what employees should be doing to maximize output

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Transactional leadership

Focusing on clarifying employees roles and task requirements and providing rewards and punishments contingent on performance

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Relationship oriented leadership

Primarily concerned with the leaders interactions with his or her people
Consideration
Empowering leadership
Servant leadership

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Consideration

Leader behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust

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Empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others

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Psychological empowerment

Employees belief that they have control over their ...
Leading for meaningfulness, self-determination, competence, progress

20

Participative management

the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization

21

Servant leadership

focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself

22

Passive leadership

Form of leadership behavior characterized by a lack of leadership skills

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Laissez-faire leadership

•a form of “leadership” characterized by a general failure to take responsibility for leading

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Contingency leadership model

Determines if a leader’s style is task oriented or relationship-oriented and if that style is effective for the situation at hand

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Leader-member relations

reflects the extent to which the leader has the support, loyalty, and trust of the work group

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Task structure

Extent to which tasks are routine and easily understood

27

Position power

refers to how much power a leader has to make work assignments and reward and punish

28

Path-goal leadership model

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

29

Transformational leadership

Transforms employees to pursue organizational goals over self-interests
•influenced by individual characteristics and organizational culture

30

Leader-member exchange

Emphasizes that leaders have different sorts of relationships with different subordinates

31

E-leadership

•can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology