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Chapter 14
Question | Answer |
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___ is the ability to influence employees to voluntarily pursue organizational goals.12 "Leadership" is a broad term, as this definition implies. It can describe a formal position in an organization, which usually carries a title like CEO or CFO, or an in | Leadership |
leadership coaching - | is the process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals |
Leaders - | inspire others, provide emotional support, and try to get employees to rally around a common goal. Leaders also play a key role in creating a vision and strategic plan for an organization. |
Managers - | typically perform functions associated with planning, investigating, organizing, and control, and leaders focus on influencing others. Managers, in turn, are charged with implementing the vision and plan. We can draw several conclusions from this division |
managers conduct - | planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals. Managers implement a company's vision and strategic plan. Leaders create and articulate that vision and plan. |
The latest thinking is that individuals are able to exhibit a broad array of the contrasting behaviors shown in Table 14.1 (a concept called behavioral complexity).21 Thus, in the workplace, many people are capable of engaging in ___, which involves both | managerial leadership |
six sources of power - | Legitimate |
Reward | |
Coercive | |
Expert | |
Information | |
Referent | |
Power - | the ability to marshal human, informational, and other resources to get something done |
People who pursue ___—power directed at helping oneself—as a way of enhancing their own selfish ends may give the word power a bad name - | personalized power |
legitimate power - | which all managers have, is power that results from managers' formal positions within the organization. All managers have legitimate power over their employees, deriving from their position, whether it's a construction boss, ad account supervisor, sales m |
Reward Power - | which all managers have, is power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions. |
Coercive Power - | which all managers have, results from managers' authority to punish their subordinates. Punishment can range from verbal or written reprimands to demotions to terminations. In some lines of work, fines and suspensions may be used. Boards of directors also |
Expert Power - | is power resulting from one's specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing the work schedules and assignments of the people who report to you. |
___ is power deriving from one's personal attraction. As we will see later in this chapter (under the discussion of transformational leadership, Section 14.5), this kind of power characterizes strong, visionary leaders who are able to persuade their follo | Referent power |
informational power - | is power deriving from one's access to information. Although not included as a separate source of power in the original research on power bases in organizations, later research added informational power to the typology |
Influence tactics - | are conscious efforts to affect and change behaviors in others. Influence tactics can be used for good (e.g., persuading co-workers to pitch in their time for a community volunteer effort) or for bad (e.g., pressuring a subordinate into keeping a boss's u |
We previously defined leadership as "____." This definition reinforces the importance of developing good influence skills and the fact that employers see this as a key career readiness competency. The nine most common ways people try to get their bosses, | the ability to influence employees to voluntarily pursue organizational goals |
rely on the core - | Core influence tactics-Rational persuasion, consultation, collaboration, and inspirational appeals are most effective at building commitment. |
Be authentic - | Don't try to be someone else. Be authentic to your values and beliefs |
consult rather than legitimate - | Some employees are more apt to accept change when managers rely on a consultative strategy and are more likely to resist change when managers use a legitimating tactic |
Integration is not a good long term strategy - | Ingratiation improved short-term sales goal achievement but reduced it in the long term in a study of salespeople. Glad handing may help today's sales but not tomorrow's. |
Be subtle - | subtle flattery and agreement with the other person's opinion (both forms of ingratiation) were shown to increase the likelihood that executives would win recommendation to sit on boards of directors |
Learn to influence - | Research with corporate managers of a supermarket chain showed that influence tactics can be taught and learned. Managers who received 360-degree feedback on two occasions regarding their influence tactics showed an increased use of core influence tactics |
the traits of - | (1) dominance, (2) intelligence, (3) self-confidence, (4) high energy, and (5) task-relevant knowledge. General Dynamics stock has returned an average of 16% annually since Novakovic took the lead as CEO in 2013 |
These are the five traits that researcher Ralph Stogdill in 1948 concluded were typical of successful leaders.48 Stogdill is one of many contributors to ___, which attempt to identify distinctive characteristics that account for the effectiveness of leade | trait approaches to leadership |
narcissism - | defined as "a self-centered perspective, feelings of superiority, and a drive for personal power and glory."54 Narcissists have inflated views of themselves, seek to attract the admiration of others, and fantasize about being in control of everything. Alt |
Inspired by the pessimistic beliefs of Niccolò Machiavelli, a philosopher and writer (The Prince) in the Italian Renaissance, Machiavellianism (pronounced "mah-kyah-vel-yahn-izm") displays a cynical view of human nature and condones opportunistic and unet | Machiavellianism |
Psychopathy - | is characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others. Not surprisingly, a person with a psychopathic personality can be a truly toxic influence in the workplace |
we cannot ignore the implications of leadership traits - | We cannot ignore the implications of leadership traits. Traits play a central role in the way we perceive leaders, and they do ultimately affect leadership effectiveness.94 For instance, focus, confidence, transparency, and integrity were among the top tr |
Women make up - | more than half the workforce and more than half of all college students in the United States, but they are still fighting to achieve gender parity in leadership.60 Women are making gains at the top but are still highly underrepresented. There were 38 wome |
leader emergence - | According to a recent review of historical leadership research, women are still less likely to emerge as leaders in organizations than men. This highlights the importance of increased mentoring, leadership development, and other programs aimed at the incl |
Leader behavior - | A meta-analysis of 45 different studies found that female leaders used more transformational leadership behaviors than male leaders. |
meta-analysis of 112 different studies of abusive supervision (a type of destructive leadership discussed later in the chapter) found that male leaders exhibited more abusive behaviors than female leaders. | |
Leader style - | Women are more likely to use a democratic or participative style than men, and men are more likely to use an autocratic and directive style. |
leader effectiveness - | Women and men are similarly effective as leaders. |
When there are more men than women in the organization and when the setting is more masculine, men tend to be rated slightly higher than women on leadership effectiveness. | |
It's not clear whether and how leader gender impacts firm performance. The popular press has promoted the idea that companies have significantly higher financial performance when females are members of the upper echelon—the CEO and the top management team | |
cognitive abilities - | Leaders must sometimes devise effective solutions in short time spans with limited information, and this requires strong cognitive abilities. Google CEO Sundar Pichai's former professors remember him as a "shy, quiet, but extremely intelligent" student.89 |
interpersonal skills - | Leaders need to work well with diverse people. Zoom has become known for its company culture focused on happiness, and many have praised CEO Eric Yuan for his role in building and maintaining this positivity. Said one reporter, Yuan "is probably one of th |
Business Skills - | Leaders increasingly need business skills as they advance up through an organization. One valuable but often-overlooked skill that most people can develop with a little effort is curiosity.91 Ulta CEO Mary Dillon is known for exhibiting curiosity by askin |
conceptual skills - | most for individuals in the top ranks in an organization. Entrepreneurs may have their conceptual skills tested on a regular basis. Now-billionaire CEO Sara Blakely's father regularly asked her, "What have you failed at this week?" After repeated setbacks |
The positive and "dark triad" traits suggest the qualities that are conducive and detrimental to success in leadership roles - | According to expert scholars, narcissistic leaders often have groundbreaking ideas but fail to execute them successfully. Such execution requires the collaboration of an entire team, and narcissists' need to control even small details can make followers m |
Organizations may want to include personality and trait assessments in their selection and evaluation processes - | Among the growing number of companies using psychometric testing are Citigroup, ExxonMobil, Ford Motor Company, Procter & Gamble, Hewlett-Packard (HP), and JPMorgan Chase |
Cross-cultural competency is an increasingly valued task-oriented trait. - | It's also a career readiness competency. As more companies expand their international operations and hire more culturally diverse individuals for domestic operations in the United States, they want to enhance employees' global mind-set.103 A global mind-s |
A global mind-set - | is your belief in your ability to influence dissimilar others in a global context. |
behavioral leadership approaches - | Attempts to determine the distinctive styles used by effective leaders |
The primary purpose of _____ behaviors is to ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group's or organization's goals.105 Examples of task-oriented behaviors include planning, clarifying, | task-oriented leadership |
The Focus of Task-Oriented Leadership: "Here's What We Do to Get the Job Done _____ is leader behavior that organizes and defines—that is, "initiates the structure for"—what employees should be doing to maximize output. ___ emphasize the technical or task | Initiating-structure leadership |
Production-centered leader behaviors | |
___ is primarily concerned with the leader's interactions with his or her people. The emphasis is on enhancing employees' skills and creating positive work relationships among co-workers and between the leader and the led. Such leaders often act as mentor | Relationship-oriented leadership |
___ is leader behavior that is concerned with group members' needs and desires and directed at creating mutual respect or trust - | Consideration |
______ emphasize relationships with subordinates and attention to their individual needs. These are important behaviors to use in addition to task leadership because they promote social interactions and identification with the team and leader. - | Employee-centered leader behaviors |
Two key conclusions we may take away from the behavioral approaches are the following: - | A leader's behavior is more important than his or her traits. It is important to train managers on the various forms of task and relationship leadership. |
There is no type of leader behavior that is best suited for all situations. Effective leaders learn how to match their behavior to the situation at hand. We discuss how to do this in the next section. | |
Perhaps leadership is not characterized by universally important traits or behaviors. There is likely no one best style that will work in all situations. This is the point of view of proponents of the ______ (or contingency approach) to leadership, who be | situational approach |
The oldest contingency model of leadership was developed by Fred Fiedler and his associates beginning in 1954.112 The ____ determines if a leader's style is (1) task-oriented or (2) relationship-oriented and whether that style is effective for the situati | contingency leadership model |
There are two leadership styles in Fiedler's model: - | The two leadership styles in Fiedler's contingency model are (1) task-oriented and (2) relationship-oriented.113 Which do you think is your style? That is, as a leader, are you more concerned with task accomplishment or with people? |
Your leadership style is determined by your LPC score: - | To find out your leadership style, you would fill out a questionnaire (known as the least preferred co-worker, or LPC, scale), in which you think of the co-worker you least enjoyed working with and rate him or her according to an eight-point scale of 16 p |
There are three dimensions of situational control: leader-member relations, task structure, and position power. - | Leader-member relations—"Do my subordinates accept me as a leader?" This dimension, the most important component of situational control, reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group. |
Task structure—"Do my subordinates perform unambiguous, easily understood tasks?" This dimension refers to the extent to which tasks are routine, unambiguous, and easily understood. The more structured the jobs, the more influence a leader has. | |
Position power—"Do I have power to reward and punish?" This dimension refers to how much power a leader has to make work assignments and reward and punish. More power equals more control and influence. | |
When is task-oriented style best? - | high control or low control situations |
high-control situation - | leader decisions produce predictable results because he or she can influence work outcomes |
low-control situation - | leader decisions can't produce predictable results because he or she can't really influence outcomes |
When is relationship-oriented style best? - | situations of moderate control |
A second situational approach, advanced by Robert House beginning in the 1970s, is the ____ model, which holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths | path-goal leadership |
use more than one leadership style - | Effective leaders possess and use more than one style of leadership. Thus, you are encouraged to study the eight styles offered in path-goal theory so that you can try new leader behaviors when a situation calls for them. |
Help employees achieve their goals - | Leaders should guide and coach employees in achieving their goals by clarifying the path and removing obstacles to accomplishing them. Effective coaching was found to increase employees' performance. |
Alter your leadership behavior - | A small set of employee characteristics (ability, experience, and need for independence) and environmental factors (task characteristics of autonomy, variety, and significance) are relevant contingency factors, and managers should modify their leadership |
Provide what people and teams need to succeed - | View your role as providing others with whatever they need to achieve their goals. For some it could be encouragement, and for others it could be direction and coaching. |
One recent approach proposed by Bernard Bass and Bruce Avolio, known as ____, suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) "leadership" at one extreme, through transactional leadership, to | full-range leadership |
Transactional leadership - | As a manager, your power stems from your ability to provide rewards (and threaten reprimands) in exchange for your subordinates doing the work. When you do this, you are performing ___, focusing on clarifying employees' roles and task requirements and pro |
Transformational Leadership - | Leadership style that transforms employees to pursue organizational goals over self-interests |
individual characteristics - | The personalities of such leaders tend to be more extroverted, agreeable, proactive, and open to change than nontransformational leaders. (Female leaders tend to use transformational leadership more than male leaders do.) |
original culture - | Adaptive, flexible organizational cultures are more likely than rigid, bureaucratic cultures to foster transformational leadership. |
Four Key Behaviors of Transformational Leaders - | 1. inspirational motivation |
2. idealized influence | |
3. individualized consideration | |
4. intellectual stimulation | |
Whereas transactional leadership behaviors—though important—can feel dispassionate, transformational leadership behaviors excite passion, inspiring and empowering people to look beyond their own interests to the interests of the organization. Leaders who | |
1. *inspirational motivation - | includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments and exhibition of optimism and enthusiasm, vision realistic, credible and attractive future |
charisma - | Form of interpersonal attraction that inspires acceptance and support |
Charismatic Leadership - | Once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership |
2. Idealized Influence - | Transformational leadership inspires trust in followers. Transformational leaders: |
Express integrity by being consistent, single-minded, and persistent in pursuit of their goal. | |
Display high ethical standards and act as models of desirable values. | |
Make sacrifices for the greater good. | |
3. Individualized Consideration - | Transformational leaders don't just express concern for subordinates' well-being. They actively encourage them to grow and excel by giving them challenging work, more responsibility, empowerment, and one-on-one mentoring. |
4. *intellectual stimulation - | Transformational leaders don't just express concern for subordinates' well-being. They actively encourage them to grow and excel by giving them challenging work, more responsibility, empowerment, and one-on-one mentoring. |
So What Do We Know about Transformational Leadership? - | It works! Research shows that transformational leadership is associated with many positive outcomes such as increased organizational, team, and individual performance; job satisfaction; employee identification with their leaders and with their immediate w |
three applications of transformational leadership. - | it can be used to train employees at any level. |
you can prepare and practice being transformational. | |
It Should be used for ethical reasons | |
it can be used to train employees at any level - | Not just top managers but employees at any level can be trained to be more transformational.156 It is best to couple this training with developmental coaching and job challenges |
You can Prepare and Practice being Transformational Not just top managers but employees at any level can be trained to be more transformational.156 It is best to couple this training with developmental coaching and job challenges - | You might inspire your teammates by highlighting the benefits of doing a good job, by building the team's confidence in their ability to complete the assignment, and by telling the team you believe in them. |
You can drive idealized influence by explaining your role or commitment to working on the assignment and modeling high-performance behaviors. | |
Show individualized consideration by describing the resources and support available to the team, by demonstrating a supportive attitude to everyone, and by recognizing people for their accomplishments. | |
Foster intellectual stimulation by describing the team's challenges, explaining the tasks or goals everyone needs to achieve, and highlighting why successfully completing the assignment will help the team. | |
3. It should be used for ethical - | While ethical transformational leaders enable employees to enhance their self-concepts, unethical ones select or produce obedient, dependent, and compliant followers. Without honesty and trust, even transformational leaders lose credibility—not only with |
Proposed by George Graen and Fred Dansereau, the ____ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. - | leader-member exchange (LMX) |
8 Two ways that LMX differs from other models of leadership are: - | LMX focuses on relational quality in leader-follower dyads. Unlike other models we've described, which focus on the behaviors or traits of leaders or followers, the LMX model looks at the quality of relationships between managers and subordinates. |
LMX assumes that leaders have distinctive relationships with each follower. Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique. | |
in group exchange: trust and respect - | LMX assumes that leaders have distinctive relationships with each follower. Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique. |
Outgroup exchange: lack of trust and respect - | In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates. Subordinates may receive special assignments and special privileges. |
Outgroup exchange - | In the in-group exchange, the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates. Subordinates may receive special assignments and special privileges. |
the power of humility - | is a relatively stable trait grounded in the belief that "something greater than the self exists." Although some think it is a sign of weakness or low self-esteem, nothing could be further from the truth. |
____ represents the extent to which a leader creates perceptions of psychological empowerment in others. ______ is employees' belief that they have control over their work. Empowering leadership was found to have positive effects on performance, organizat | Empowering leadership |
Psychological empowerment | |
Increasing employee psychological empowerment requires four kinds of behaviors - | leading for (1) meaningfulness, (2) self-determination, (3) competence, and (4) progress. Let's consider how the late Bernard Tyson, CEO of Kaiser Permanente from 2013 until he passed away in 2019, exhibited these behaviors. |
leading for meaningfulness - | Leading for meaningfulness: inspiring and modeling desirable behaviors. Managers lead for meaningfulness by inspiring their employees and modeling desired behaviors. Example: Employees may be helped to identify their passions at work by the leader's creat |
Ethical Leadership - | represents normatively appropriate behavior that focuses on being a moral role model. Society has become increasingly cynical of CEO behavior over the past 20 years. With each corporate scandal—from Enron to Arthur Andersen and Worldcom to #MeToo—the numb |
Here is what research tells us about ethical leadership - | Ethical leadership is clearly driven by personal factors related to our beliefs and values. |
It also has a reciprocal relationship with an organization's culture and climate. In other words, an ethical culture and climate promote ethical leadership, and ethical leadership in turn promotes an ethical culture and climate. | |
Such leadership is positively related to employee job satisfaction, organizational commitment, organizational citizenship behavior, motivation, and task performance. | |
It also is negatively associated with job stress, counterproductive work behavior, and intentions to quit. | |
Research shows that followers seek and admire leaders who create feelings of - | Significance. Such leaders make followers feel that what they do at work is important and meaningful. |
Community. These leaders create a sense of unity that encourages followers to treat others with respect and to work together in pursuit of organizational goals. | |
Excitement. The leaders make people feel energetic and engaged at work | |
Organizational culture - | Factors in a supervisor's environment may make abusive supervi sion more likely. These factors include aggressive organizational norms and abusive role models. |
Individual Differences - | Researchers have found significant correlations between supervisors' individual differences and the propensity to behavior abusively toward subordinates. These factors include psychological entitlement (a person's general belief that they deserve more tha |
Enjoy life experiences - | Supervisors' early life experiences impact the likelihood that they will abuse subordinates. Research has found that supervisors who witnessed aggression between their parents and those who were the targets of parental aggression are more likely to engage |
Become More Self Aware - | According to research, self-awareness increases creativity, decision quality, leadership effectiveness, and job satisfaction. Developing self-awareness is not just an intellectual exercise. It entails understanding who you are and what you stand for. It r |
Dunning-Kruger Effect - | A cognitive bias whereby people who are incompetent at something are unable to recognize their own incompetence. And not only do they fail to recognize their incompetence, they're also likely to feel confident that they actually are competent |