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Ch. 9 - Bateman
Management - Ch. 9 Leadership
| Question | Answer |
|---|---|
| Ch. 11 – TeamworkManaging | Focus on: Process (How?) – Status Quo (control) – Short term. Influence: Workers. Induce followers behavior by putting in place an extrinsic structure. |
| Leading | Focus on: Purpose (Why?) – Change – Long term. Influence: Followers. Inspire follower’s behavior by putting in place or applying an intrinsic/ apparitional structure. |
| Power | Ability to influence others. |
| Positional Power | Power existing in a relationship (ex: professor vs. student). |
| Referent Power | A leader who has personal characteristics that appeal to others. |
| Expert Power | A leader who has expertise or knowledge. |
| Leadership Theories | 1. Trait 2. Behavior 3. Contingency |
| Trait Approach/Theories | Based on individual traits. A leadership perspective that attempts to determine the personal characteristics that great leader share. |
| Behavioral Theories/Approach | Based on good behaviors. A leadership perspective that attempts to identify what good leaders do – that is, what behaviors do they exhibit. |
| Task Performance Behaviors | Actions taken to ensure that the work group or organization reaches its goals. |
| Contingency Theories/ Situational Approach | Varies from situation to situation. Leadership perspective proposing that universally important traits and behaviors do not exist and that effective leadership behaviors vary from situation to situation. |
| Vroom Model | A situational model that focuses on the participative dimension of leadership. *Participation* |
| Fiedler | Task oriented person, inner personnel oriented person. Situational approach to leadership where effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situati |
| House | Path-goal theory. |
| Path-Goal Theory | A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths thy follow toward attainment of those goals. |
| Hersey and Blanchard’s Situational Theory | A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. |
| Substitues For Leadership | Factors in the workplace that can exert the same influence on employees as leaders would provide. Ex: -Sulley in the Hudson River –Surgical operating room |
| Charismatic Leader(Leading) | A person who is dominant, self-confident, convinced of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers. |
| Transformational Leaders (Leading) | A leader who motivates people to transcend their personal interests for the good of the group. |
| Transactional Leaders (Managing) | Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered. |
| Leader Member Exchange (LMX) | Interpersonal relationship between leaders and followers. |
| Servant Leadershp | A leader who serves other’s needs while strengthening the organization. |
| Contribution to Leader | Can be measured on two dynamics: 1. Functional (Competence) 2. Interpersonal (Loyalty, trust, liking) |
| Dydadic | ??? |
Created by:
bpark
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