Chapter 14
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| show | Leadership
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| leadership coaching - | show 🗑
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| show | 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.
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| Managers - | show 🗑
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| show | 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.
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| 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 | show 🗑
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| six sources of power - | show 🗑
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| Coercive | show 🗑
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| Information | show 🗑
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| Power - | show 🗑
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| 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 - | show 🗑
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| show | 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
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| show | 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.
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| show | 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
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| Expert Power - | show 🗑
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| ___ 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 | show 🗑
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| show | 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
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| Influence tactics - | show 🗑
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| show | the ability to influence employees to voluntarily pursue organizational goals
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| show | Core influence tactics-Rational persuasion, consultation, collaboration, and inspirational appeals are most effective at building commitment.
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| Be authentic - | show 🗑
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| consult rather than legitimate - | show 🗑
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| Integration is not a good long term strategy - | show 🗑
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| Be subtle - | show 🗑
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| Learn to influence - | show 🗑
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| the traits of - | show 🗑
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| show | trait approaches to leadership
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| narcissism - | show 🗑
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| show | Machiavellianism
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| show | 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
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| show | 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
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| show | 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
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| show | 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
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| Leader behavior - | show 🗑
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| show | 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.
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| leader effectiveness - | show 🗑
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| cognitive abilities - | show 🗑
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| interpersonal skills - | show 🗑
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| Business Skills - | show 🗑
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| conceptual skills - | show 🗑
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| The positive and "dark triad" traits suggest the qualities that are conducive and detrimental to success in leadership roles - | show 🗑
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| Organizations may want to include personality and trait assessments in their selection and evaluation processes - | show 🗑
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| show | 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
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| A global mind-set - | show 🗑
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| behavioral leadership approaches - | show 🗑
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| show | task-oriented leadership
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| show | Initiating-structure leadership
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| Production-centered leader behaviors | show 🗑
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| ___ 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 | show 🗑
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| show | Consideration
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| ______ 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. - | show 🗑
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| Two key conclusions we may take away from the behavioral approaches are the following: - | show 🗑
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| 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. | show 🗑
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| 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 | show 🗑
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| 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 | show 🗑
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| show | 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?
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| show | 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
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| There are three dimensions of situational control: leader-member relations, task structure, and position power. - | show 🗑
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| 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. | show 🗑
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| show | high control or low control situations
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| show | leader decisions produce predictable results because he or she can influence work outcomes
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| low-control situation - | show 🗑
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| show | situations of moderate control
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| show | path-goal leadership
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| use more than one leadership style - | show 🗑
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| Help employees achieve their goals - | show 🗑
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| Alter your leadership behavior - | show 🗑
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| Provide what people and teams need to succeed - | show 🗑
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| 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 | show 🗑
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| Transactional leadership - | show 🗑
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| Transformational Leadership - | show 🗑
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| individual characteristics - | show 🗑
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| show | Adaptive, flexible organizational cultures are more likely than rigid, bureaucratic cultures to foster transformational leadership.
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| Four Key Behaviors of Transformational Leaders - | show 🗑
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| 2. idealized influence | show 🗑
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| 4. intellectual stimulation | show 🗑
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| show | 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
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| charisma - | show 🗑
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| show | Once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership
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| show | Transformational leadership inspires trust in followers. Transformational leaders:
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| Express integrity by being consistent, single-minded, and persistent in pursuit of their goal. | show 🗑
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| Display high ethical standards and act as models of desirable values. | show 🗑
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| Make sacrifices for the greater good. | show 🗑
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| 3. Individualized Consideration - | show 🗑
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| show | 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.
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| So What Do We Know about Transformational Leadership? - | show 🗑
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| three applications of transformational leadership. - | show 🗑
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| you can prepare and practice being transformational. | show 🗑
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| It Should be used for ethical reasons | show 🗑
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| it can be used to train employees at any level - | show 🗑
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| 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 - | show 🗑
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| You can drive idealized influence by explaining your role or commitment to working on the assignment and modeling high-performance behaviors. | show 🗑
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| 3. It should be used for ethical - | show 🗑
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| Proposed by George Graen and Fred Dansereau, the ____ model of leadership emphasizes that leaders have different sorts of relationships with different subordinates. - | show 🗑
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| 8 Two ways that LMX differs from other models of leadership are: - | show 🗑
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| 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. | show 🗑
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| show | 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.
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| show | 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.
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| show | 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.
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| show | 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.
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| ____ 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 | show 🗑
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| show |
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| show | 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.
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| show | 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
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| Ethical Leadership - | show 🗑
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| show | Ethical leadership is clearly driven by personal factors related to our beliefs and values.
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| Such leadership is positively related to employee job satisfaction, organizational commitment, organizational citizenship behavior, motivation, and task performance. | show 🗑
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| show |
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| show | Significance. Such leaders make followers feel that what they do at work is important and meaningful.
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| 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. | show 🗑
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| Organizational culture - | show 🗑
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| show | 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
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| Enjoy life experiences - | show 🗑
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| show | 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
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| show | 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
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