Chapter 14 Mgt

Front 1

is the ability to influence employees to voluntarily pursue organization goals.

Back 1

leadership

Front 2

John Kotter:
management is about coping with _______
leadership is coping with _____

Back 2

complexity
change

Front 3

Kotter: companies manage complexity in three ways:

Back 3

planning and budgeting
organizing and staffing
controlling and problem solving.

Front 4

leadership copes with change in three ways:

Back 4

setting a direction
aligning people
motivating and inspiring

Front 5

is the right to perform or command,; it comes with the job.

Back 5

Authority

Front 6

is the extent to which a person is able to influence others so they respond to orders

Back 6

power

Front 7

power directed to helping oneself

Back 7

personalized power

Front 8

power directed at helping others

Back 8

socialized power

Front 9

which all managers have, is power that results from managers' formal positions within the organization.

Back 9

legitimate power

Front 10

which all managers have, is power that results from managers' authority to reward their subordinates

Back 10

reward power

Front 11

which all managers have, results from managers' authority to punish their subordinates

Back 11

coercive power

Front 12

is power resulting from one's specialized information or expertise

Back 12

expert power

Front 13

is power deriving from one's personal attraction.

Back 13

referent power

Front 14

which attempts to identify distinctive characteristics that account for the effectiveness of leaders

Back 14

trait approaches to leadership

Front 15

traits women excel?

Back 15

teamwork and partnering
being more collaborative
seeking less personal glory
being motivated less by self-interest than in what they can do for the company
being more stable
being less turf-conscious

Front 16

lack of women at the top because

Back 16

CEO believe:
they lack significant general management experience
women have not been in the executive talent pool long enough to get selected
women believe:
male stereotyping
exclusion from important informal networks

Front 17

a massive and ongoing attempt to develop an empirically based theory to "describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes.

Back 17

Project GLOBE (global leadership and organizational behavior effectiveness)

Front 18

which attempt to determine the distinctive styles used by effective leaders

Back 18

behavioral leadership approaches

Front 19

managers paid more attention to the job and work procedures

Back 19

job-centered behavior

Front 20

managers paid more attention to employee satisfaction and making work groups cohesive

Back 20

employee-centered behavior

Front 21

which all managers have, results from managers' authority to punish their subordinates

Back 21

coercive power

Front 22

is power resulting from one's specialized information or expertise

Back 22

expert power

Front 23

is power deriving from one's personal attraction.

Back 23

referent power

Front 24

which attempts to identify distinctive characteristics that account for the effectiveness of leaders

Back 24

trait approaches to leadership

Front 25

traits women excel?

Back 25

teamwork and partnering
being more collaborative
seeking less personal glory
being motivated less by self-interest than in what they can do for the company
being more stable
being less turf-conscious

Front 26

lack of women at the top because

Back 26

CEO believe:
they lack significant general management experience
women have not been in the executive talent pool long enough to get selected
women believe:
male stereotyping
exclusion from important informal networks

Front 27

a massive and ongoing attempt to develop an empirically based theory to "describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes.

Back 27

Project GLOBE (global leadership and organizational behavior effectiveness)

Front 28

which attempt to determine the distinctive styles used by effective leaders

Back 28

behavioral leadership approaches

Front 29

managers paid more attention to the job and work procedures

Back 29

University of michigan leadership model:
job-centered behavior

Front 30

managers paid more attention to employee satisfaction and making work groups cohesive

Back 30

employee-centered behavior

Front 31

initiating structure
consideration

Back 31

Ohio state leadership model

Front 32

is leadership behavior that organizes and defines what group members should be doing.

Back 32

Initiating structure

Front 33

is leadership behavior that expresses concern for employees by establishing a warm, friendly, supportive climate.

Back 33

consideration

Front 34

who believes effective leadership behavior depends on the situation at hand

Back 34

contingency approach to leadership

Front 35

Three contingency approaches

Back 35

the contingency leadership model by Fiedler
the path-goal leadership model by House
the situational leadership model by Hersey and Blanchard

Front 36

determines if a leader's style is:
1 task-oriented
2 relationship-oriented and if that style is effective for the situation at hand

Back 36

Fiedler's contingency leadership model

Front 37

take LPC scale then determine:
how much control the influence a leader has in the immediate work situation

Back 37

situational control

Front 38

three dimensions of situation control:

Back 38

leader-member relations
task structure
position power

Front 39

when task-oriented style is best

Back 39

high-controls situation and low control situation

Front 40

relationship-oriented style is best

Back 40

moderate control

Front 41

which 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

Back 41

House 's path-goal leadership model

Front 42

employee characteristics

Back 42

locus of control
task ability
need for achievement
experience
need for path-goal clarity

Front 43

environmental factor

Back 43

task structure
work group dynamics

Front 44

leader behavior

Back 44

directive, supportive, participative
achievement-oriented

Front 45

leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers

Back 45

Hersey and Blnchard's situational leadership theory

Front 46

is defined as the extent to which a follower possess the ability and willingness to complete a task

Back 46

readiness

Front 47

is the extent to which leaders maintain personal relationships with their followers, as in providing support and keeping communication open.

Back 47

relationship behavior

Front 48

is the extent to which leaders organize and explain the role of their followers

Back 48

task behavior

Front 49

four leadership styles

Back 49

telling, selling, participating,delegating

Front 50

represents the guiding and directing of performance

Back 50

telling

Front 51

is explaining decisions and persuading others to follow a course of action

Back 51

selling

Front 52

involves encouraging followers to solve problems on their own

Back 52

participating

Front 53

is providing subordinates with little support or direction

Back 53

delegating

Front 54

suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility "leadership" at one extreme

Back 54

Bass and Avolio full-range leadership

Front 55

focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. essential prerequisite to effective leadership

Back 55

transactional leadership

Front 56

transforms employees to pursue organizational goals over self-interests. Influence by individual characteristics and organizational culture.

Back 56

transformational leadership

Front 57

Four key behaviors of transformational leaders

Back 57

inspirational motivation
idealized influence
individualized consideration
intellectual stimulation

Front 58

a form of interpersonal attraction that inspires acceptance and support

Back 58

charisma

Front 59

implications of transformational leadership for managers

Back 59

it can improve results for both individuals and groups
it can be used to train employees at any level
it can be used by both ethical and unethical leaders

Front 60

emphasizes that leaders have a different sorts of relationships with different subordinates.

Back 60

Graen and Dansereau's Leader-member exchange model of Leadership (LMX)

Front 61

the relationship between leader and follower becomes a partnership characterized by mutual trust, respect and liking, and a sense of common fates

Back 61

in-group exchange

Front 62

leaders are characterized as overseers who fail to create a sense of mutual trust, respect, or common fate

Back 62

out-group exchange

Front 63

is a simultaneous, ongoing, mutual influence process in which people share responsibility for leading

Back 63

shared leadership

Front 64

focus on providing increased service to others -meeting the goals of both followers and the organization rather than to themselves

Back 64

servant leaders

Front 65

can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology

Back 65

e-leadership