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25 Cards in this Set
- Front
- Back
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Leadership
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The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals
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Leader
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An individual who is able to exert influence over other people to help achieve group or organizational goals
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Legitimate Power
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The authority that a manager has by virtue of his or her position in an organization's hierarchy
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Reward Power
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the ability of a manager to give or withhold tangible and intangible rewards
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Coercive Power
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The ability of a manager to punish others
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Expert Power
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Power that is based in the special knowledge, skills, and expertise that a leader possesses.
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Referent Power
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Power that comes from subordinates' and co-workers' respect, admiration, and loyalty
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Empowerment
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Expanding employees' tasks and responsibilities.
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How empowerment contributes to effective leadership
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1. increases mgr ability to get things done (has support of subordinates) 2. increases workers' involvement, motivation and commitment 3. more time on pressuring concerns
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Trait Model
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Focused on identifying those personal characteristics that cause effective leadership (intelligence, dominance, high energy, self confidence)
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Consideration
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behavior indicating that a manager trusts, respects, and cares about subordinates
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initiating structure behavior
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mgrs engage in to ensure that work gets done, subordinates perform their job scceptably, and the org is efficient and effective
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Fiedler's Contingency Model
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helps explain why a manager may be an effective leader in one situation and ineffective in another
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relationship-oriented leaders
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leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them
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task-oriented leaders
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leaders whose primary concern is to ensure that subordinates perform at a high level
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Leader-Member Relations
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the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
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Task Structure
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extent to which the work to be performed is clear cut so that a leaders's subs know what needs to be accomplished and how to go about doing it
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position power
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the amt of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an org
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path-goal theory
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a contingency model of leadership. motivate subs by identifying desired outcomes, rewards, clarifying paths leading to attainment of work goals
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leadership substitute
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characteristics of subordinates or characteristics of a sit. or context that act in place of the influence of a leader and make leadership unnecessary
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transformational leadership
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makes subs aware of the importance of jobs and performance to org and aware of own needs for personal growth, motivates to work for good of org
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charismatic leader
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an enthusiastic, self-confident leader able to clearly communicate his or her vision of how good things could be
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intellectual simulation
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behavior a leader engages into make followers aware of problems and view these probs in new ways, consistent with the leader's vision
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developmental consideration
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behavior a leader engages in to support and encourage followers and help them develop and grow on job
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transactional leadership
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leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
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