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The ability to influence employees to voluntarily pursue organizational goals.
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Three ways companies manage complexity
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management ch 14
| Question | Answer |
|---|---|
| The ability to influence employees to voluntarily pursue organizational goals. | Leadership |
| Three ways companies manage complexity | 1. Determining wat needs to b e done - planning and budgeting. 2. Creating arrangements of people to accomplish an agenda - organizing and staffing. 3. ensuring people do their jobs - controlling and problem solving. |
| How does leadership cope with changes? | 1. Detemining what needs to be done - setting a direction. 2. Creating arrangements of people to accomplist an agenda - aligning people 3. Ensuring people do their jobs- motivating and inspiring. |
| The right to perform or command | authority |
| The extent to which a person is able to influence others so they respond to orders. | Power. |
| Five sources of power | 1. Legitimate power 2. Reward Power 3. Coercive power 4. Expert power 5. Referent power |
| which all manages have, is power that results from manager' formal positions within the organization | Legitimate power |
| a power that results from managers authority to reward their subordinates | Reward power |
| which all managers have, results from managers authority to punish their subordinates | coercive power |
| power resulting from one's specialized information or expertise. | expert power |
| Power deriving from one's personal attraction | Referent power |
| Five approached to ladership | 1. Trait 2. behavioral 3. contingency 4. full-range 5. four additional |
| which attempt to identify distinctive characteristics that account for the effectiveness of leaders | trait approches to leadership |
| which attempts to determine the distinctive styles used by effective leaders. | behavioral leadership approaches |
| manages paid more attention to the job and work procedures | Job centered behavior |
| managers paid more attention to employee satisfaction and making work groups coheisve | Employee centered behavior |
| leadership behavior that organizes and defines what group members should be doing | initiating structure |
| leaderhsip behavior that expresses concern fro employees by establishing a awarm, friendly, supposrtive climate. | consideration. |
| it suggests that leadership behavior varies along a full range of leadership styles, from take no resonsibitly "leadership: at one extreme, through transactional leadership, to transformational leadership at the other extreme. | Full-range leadership |
| leadership focusing on clarifying employees' roles and task requrements and providing rewards and punishments contingent on performance. | transactional leadership |
| leadership that transforms employees to pursue organizaitonal goals over self-interests. | transformational leadership |
| transformational leaders are influenced by two factors. | 1. individual characterisitics 2. organizational culture |
| four key behaviors of transformational leaders: | 1. inspirational motivation 2. idealized influence 3. individualized consideraton 4. intellectual stimulation |
| a form of interpersonal attraction that inspires acceptance and support | charismatic leadership |
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