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MGT 301
Chapter 14
| Question | Answer |
|---|---|
| Leadership | the ability to influence employees to voluntarily pursue organizational gains |
| Legitimate Power | results from managers’ formal positions within the organization |
| Reward Power | results from managers’ authority to reward their subordinates |
| Coercive Power | results from managers’ authority to punish their subordinates |
| Expert Power | results from one’s specialized information or expertise |
| Referent Power | derived from one’s personal attraction |
| Traits Approaches to Leadership | attempt to identify distinctive characteristics that account for the effectiveness of leaders |
| Narcissism | having “a self-centered perspective, feelings of superiority, and a drive for personal power and glory |
| Machiavellianism | displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles |
| Psychopathy | characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others |
| Behavioral Leadership | approaches attempt to determine the distinctive styles used by effective leaders |
| Task-oriented leadership behaviors | to ensure 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 |
| Initiating-structure leadership | leader behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output |
| Transactional Leadership | focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance. |
| Relationship-Oriented Leadership | primarily concerned with the leader’s interactions with his or her people Consideration Empowering leadership Servant-leadership |
| Consideration | leader behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust |
| Empowering Leadership | represents the extent to which a leader creates perceptions of psychological empowerment in others. |
| Psychological Empowerment | employees’ belief that they have control over their work |
| Servant Leadership | focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself. EX. Starbucks CEO Howard Schultz |
| Passive Leadership | form of leadership behavior characterized by a lack of leadership skills |
| Laissez-faire Leadership | a form of “leadership” characterized by a general failure to take responsibility for leading |
| 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 Fred Fielder |
| Leader-member relations | reflects the extent to which the leader has the support, loyalty, and trust of the work group |
| Task structure | extent to which tasks are routine and easily understood |
| Position power | refers to how much power a leader has to make work assignments and reward and punish |
| 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 Robert House |
| Transformational leadership | transforms employees to pursue organizational goals over self-interests influenced by individual characteristics and organizational culture It has charisma (“kar-riz-muh”), a form of interpersonal attraction that inspires acceptance and support. |
| Leader-Member Exchange (LMX) | emphasizes that leaders have different sorts of relationships with different subordinates |
| E-Leadership | can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology |
| Charismatic leadership | which was assumed to be an individual inspirational and motivational characteristic of particular leaders |
| Leader-member, task structure, and position power | Three dimensions of situational control? |
| Authoritarian Leader | Most effective leader? |
| 3-D Leadership | William Redding |
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