Chapter14

Front 1

leadership

Back 1

the ability to influence employees to voluntarily pursuer organizational gains

Front 2

being a manager

Back 2

determining what needs to be done, creating arrangements of people to accomplish an agenda, ensuring people do their jobs- controlling and problem solving

Front 3

being a leader

Back 3

determining what needs to be done-setting a direction, creating arrangements of people to accomplish agenda, ensuring people do their jobs-motivating and inspiring

Front 4

5 sources of power

Back 4

legitimate power, reward power, coercive power, expert power, referent power

Front 5

legitimate power

Back 5

results from managers formal positions within the organization

Front 6

reward power

Back 6

results from managers authority to reward their subordinates

Front 7

coercive power

Back 7

results from managers authority to punish their subordinates

Front 8

expert power

Back 8

results from ones specialized information or expertise

Front 9

referent power

Back 9

derives from ones personal attraction.

Front 10

kouzes & posners 5 traits

Back 10

honest, competence, forward-looking, inspiring, intelligent

Front 11

Michigan model

Back 11

two leadership styles: job-centered and employee-centered (behavioral approach)

Front 12

ohio state model

Back 12

two dimensions: initiating-structure behavior and consideration behavior (behavioral approach)

Front 13

redlers contingency model

Back 13

task-oriented styles and relationship oriented styles and three dimensions of control:leader-member, task structure, position power (contingency approach)

Front 14

house's path goal revised leadership model

Back 14

clarifying paths for subordinates goals and employee characteristics and environmental factors that affect leadership behavior. (contingency approach)

Front 15

transactional leadership

Back 15

clarity employee roles and tasks, and provide rewards and punishments (full-range approach)

Front 16

transformational leadership

Back 16

transform employees to pursue organizational goals over self-interests using inspirational motivation, idealized influence, individualized consideration, intellectual stimulation. (full-range approach)

Front 17

leader-member exchange

Back 17

leaders have different sorts of relationships with different subordinates (thee additional perspectives)

Front 18

greenleafs servant leadership model-

Back 18

providing service to others, not oneself (thee additional perspectives)

Front 19

E-leadership

Back 19

using information technology from one to one, one to many, and between group collective interations (three additional perspectives)

Front 20

trait approaches to leadership

Back 20

attempt to identify distinctive characteristics that account for the effectiveness of leaders

Front 21

how do women have traits the make the better leaders

Back 21

studies show that women executives score higher than their mail counterparts on a variety of measures- from producing high quality work to goal-setting to mentoring employees

Front 22

project GLOBE

Back 22

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

Front 23

behavioral leadership

Back 23

approaches attempt to determine the distinctive styles used by effective leaders

Front 24

job-centered behavior

Back 24

principal concerns were with achieving production efficiency, keeping costs down and meeting schedules

Front 25

employee-centered behavior

Back 25

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

Front 26

initiating structure

Back 26

behavior that organizes and defines what group members should be doing

Front 27

consideration

Back 27

expresses concern for employees by establishing a warm, friendly, supportive climate

Front 28

contingency leadership model

Back 28

determines if a leader style is task oriented or relationship oriented and if that style is effective for the situation at hand

Front 29

leader-member relations

Back 29

reflects the extent to which the leader has the support, loyalty, and trust of the work group

Front 30

task structure

Back 30

extent to which tasks are routine and easily understood

Front 31

position power

Back 31

refers to how much power a leader had to make work assignments and reward and punishment

Front 32

path-goal leadership model

Back 32

holds that effective leader makes available to followers desirable rewards in the workplace increases their motivation by clarifying the paths, or behavior, that help them achieve those goals and providing them with support

Front 33

does the revised path-goal theory work?

Back 33

use more than one leadership style, help employees achieve their goals, modify leadership style to fir employee and task characteristics

Front 34

5 steps of situational theories

Back 34

1. identify important outcomes "What goals am i trying to achieve?"

2. identify relevant employee leadership behaviors "what management characteristics are best

3. identify situational conditions "what particular events are altering the situations

4. match leadership to conditions at hand "how should i manage when there are multiple conditions"

5. determine how to make the match "change the manager or change the managers behavior"

Front 35

transactional leadership

Back 35

focuses on clarifying employees roles and task requirements and providing rewards and punishments

Front 36

transformations leadership

Back 36

transforms employees to pursue organizational goals over self-interests, influenced by individual characteristics and organizational culture