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Management Chapter 7
Leadership
| Question | Answer |
|---|---|
| What does it mean to be a leader? | -To lead means to inspire others to put forth effort -Leadership comes from using power appropriately to influence others -Power is the ability to get someone else to do what you want done or make things happen the way you want (use power effectively) |
| Sources of Power | Power of the Position, Power of the Person |
| Sources of Power-Power of the Position | -Based on things that managers can offer to others -Rewards: "if you do this, Ill give you a reward" -Coercion: "if you don't do what I ask I'll punish you" -Legitimacy: "Because I am the boss, you must do this" |
| Source of Power-Power of the Person | -Earn yourself; more effective than power of the position -Expertise: source of special knowledge/info -Reference: as a person with whom others like to identify (comes from emotional intelligence) -appeals to sense of reason |
| Source of Power-Power of the Person-How do you earn referent power? | can be earned by showing consistency with ones values, having character, and standing up for what you believe in |
| Empowerment | -giving up some decision making power to others -increases a manager's ability to get things done -increases worker's involvement, motivation, and commitment -increases a manager's discretionary time |
| Leadership Traits (not really traits since you aren't really born with these but go with it) | Intelligence, knowledge and expertise, dominance, self-confidence, high energy, tolerance for stress, honesty and integrity, maturity |
| Leadership Behavior Theories | focus on how leaders behave when working with followers |
| Leadership Behavior Theories-Basic Dimensions of Leadership | -Consideration: concern for the people doing work -Initiating Structure: concern for the task to be accomplished -effective manager will focus equally on initiating structure and consideration |
| Leadership Behavior Theories-Country Club Manager | focuses on people's needs, building relationships-high concern for people, low concern for production |
| Leadership Behavior Theories-Impoverished Manager | focuses on minimum effort to get work done-low concern for production and people (bossy and forceful) |
| Leadership Behavior Theories-Authority Obedience Manager | focuses on efficiency of tasks and operations-high concern for production, low concern for people |
| Leadership Behavior Theories-Team Manager | -most effective leaders -focuses on building participation and support for a shared purpose-high concern for people and production |
| Leadership Behavior Theories-Middle of Road Manager | focuses on balancing work output and morale-moderate concern for both people and production |
| Leadership Behavior Theories-Consideration | acts warm and supportive towards followers, respects feelings of followers, shows trust in followers, sensitive to follower's needs |
| Leadership Behavior Theories-Initiating Structure | -task concern -plans and defines work to be done, assigns tasks, sets standards, urges task completion, monitors performance |
| Contingency Approaches to Leadership-Fiedler's Contingency Model | Good leadership depends on a match between leadership and situational demands |
| Contingency Approach to Leadership-The Least Preferred Coworker Scale | think about a person that you would least want to work with, then describe the person using LPC ratings and come up with score for the person |
| Least Preferred Coworker Scale-High LPC | means you have relationship oriented personality (were able to come up with some positive things about the person) -best in situations of moderate control |
| Least Preferred Coworker Scale-Low LPC | means you are a task oriented leader, didn't like working with them, period -better in very favorable or very unfavorable situations (more extreme conditions) |
| Flaw of the Contingency Model | -Says that one's leadership style is a trait (depends on fit between leadership styles and situations) -Says that because it is a trait, it cannot be changed and manager will not be able to adapt (not necessarily true) |
| Vroom-Jago Leader Participation Model | -Helps leaders choose the method of decision making that best fits the nature of the problem situation -How to decide when it's appropriate to empower others to make decisions |
| Vroom Jago Leader Participation Model-3 Method Choices | -Authority Decision -Consultative Decisions -Group Decisions |
| Vroom Jago Leader Participation Model-Criteria for Choosing Method | -Who has info expertise? (leader or followers) -Is acceptance and commitment critical for implementation? (yes or no) -Time pressure for decision making? (high or low) |
| Transformational Leadership | leaders that empower employees, personable, inspire, use expertise and referent power -makes subordinates aware of their own needs for personal growth -aligns individual/organizational goals, care about employees' success (requires emotional inteliigenc |
| Transactional Leader | -more interested in getting their followers to do what is needed -rely on rewards/punishments |
| Drucker's Old Fashioned Leadership | -Leadership is more than charisma, it is "good old fashioned" hard work and common sense |
| Drucker's Old Fashioned Leadership-Essentials | -defining and establishing a sense of mission -accepting leadership as a responsibility rather than a rank, and being accountable -earning and keeping the trust of others -consistency!! |
Created by:
olma2612
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