Leadership (Mgt621): Quiz 2

Front 1

Bases of Social Power
(John French and Burt Raven)

Back 1

1. Reward
2. Coercive
3. Legitimate
4. Expert
5. Referent

Front 2

Reward Power

Back 2

Involves having the ability to administer to other things he/she desires or to remove or decrease things he/she does not desire.

Front 3

Coercive Power

Back 3

Involves forcing someone to do something that they do not want to do. The ultimate goal of coercion is compliance.

Front 4

Legitimate

Back 4

This power which means the ability to administer to another certain feelings of obligation or the notion of responsibility

Front 5

Expert Power

Back 5

The ability to administer to another information, knowledge or expertise.

Front 6

Referent

Back 6

The attraction of the target to the agent.
The power of holding the ability to administer to another feelings of personal acceptance or personal approval.

Front 7

Ability to Influence Based Upon (Legitimate Power)

Back 7

(i) Mediation of rewards
(ii) Mediation of punishments
(iii) Felt obligation(s)
(iv) Perceived knowledge and experience
(v) Attraction of the target to the agent

Front 8

Power

Back 8

Transitory and in part situational

Front 9

Influence

Back 9

a

Front 10

Authority

Back 10

a

Front 11

Personal Power

Back 11

1. Expert
2. Referent

Front 12

Positional or Organization Power

Back 12

1. Legitimate
2. Reward
3. Coercive

Front 13

Personal and Positional or Organizational Power Influence Strategies/Behaviors, which results in

Back 13

1. Motivation
2. Performance, and
3. Satisfaction

Front 14

What Influences Strategies/Behaviors?

Back 14

1. Personal Power (Expert and Referent)
2. Positional or Organizational Power (Legitimate, Reward, and Coercive)

Front 15

Side Effects of Coercive Power

Back 15

1. More Surveillance
2. Alliance against you may form
3. Not get favors in the future

Front 16

Effect of Legitimate and Reward

Back 16

Compliance (doing only what is asked and nothing further)

Front 17

Effect of Expert and Referent Power

Back 17

Commitment (internalized the values and goals)

Front 18

Strategies to Implement Power

Back 18

1. Rationality
2. Friendship/Ingratiation
3. Exchange/Bargaining
4. Coalition
5. Upward Appeal
6. Sanctions
7. Assertiveness

Front 19

Other Influence Strategies

Back 19

1. Blocking
2. Deceit
3. Training/Socialization
4. Humor

Front 20

Reinforcement Theory

Back 20

1. Positive and Negative
2. ABC Analysis (Antecedent, Behavior, Consequence)
3. Care
4. Positive Reinforcement is similar to Reward Power
5. Supports Behavior Modification Approach

Front 21

Positive Reinforcement

Back 21

1. Variable Schedule
2. Variable Ratio
3. Interval
4. Fixed vs. Integral
5. Side-Effect: Behavior Scalloping

Front 22

Negative Reinforcement/Punishment

Back 22

1. Creates Distress
2. Not Focused on Desired Behavior
3. Negative Side Effect
4. Emotional Damage
6. Inconsistently Applied

Front 23

Principles of Positive Reinforcement

Back 23

1. Contingent
2. Immediate
3. Size
4. Desire

Front 24

Path-Goal Theory

Back 24

1. Situational Approach
2. No easy metric
3. No one style is best
4. The leader’s role is a supplementary one, to provide whatever is missing (from the subordinate or the work environment) that is necessary for the subordinate to be more motivated, productive, and satisfied.

Front 25

Managerial Grid

Back 25

Pure "Hi-Hi" Approach
1. Country Club Management
2. Team Management
3. Organization Person Management
4. Impoverished Management
5. Authority-Obedience

Front 26

Modified "Hi-Hi" Approach

Back 26

Able, Unable vs. Willing, Unwilling
1. Y-Axis = Relationship Behavior
2. X-Axis = Task Behavior

Front 27

Appropriateness (Path-Goal Theory)

Back 27

1. Work Environment/Setting
2. Subordinates

Front 28

Work Environment - Appropriateness (Path-Goal Theory)

Back 28

1. Nature of Task
2. Structure
3. Work Group
4. Organizational

Front 29

Another Option: Revised Porter & Lawler Model and Path-Goal Logic

Back 29

1. Offered Value
2. Believe in High Probability of Rewards
3. Motivation
4. Competence Relative to Job Requirements
See Slide

Front 30

Leadership Behaviors

Back 30

1. Instrument
2. Supportive
3. Participative
4. Achievement

Front 31

Expectancy Theory

Back 31

1. Valence
2. Expectancy
3. Instrument

Front 32

Locus of Control

Back 32

Internal vs. External

Front 33

Subordinate Characteristics

Back 33

1. Ability (similar to experience)
2. Needs
3. Locus of Control
4. Experience

Front 34

Work Environment

Back 34

1. Nature of the Task
2. Work Group Characteristics
3. Organizational Factors

Front 35

Outcomes of Path-Goal Theory

Back 35

1. Motivation
2. Performance
3. Satisfaction

Front 36

Transformational Leadership

Back 36

Able to get followers to go beyond the ordinary to show commitment (a leadership term from earlier).

Front 37

Transformational Dimensions

Back 37

1. Charisma
2. Inspiration
3. Intellectual Stimulation
4. Individualized Consideration

Front 38

Transactional Dimensions

Back 38

1. Contingent Reward
2. Active Management by Exception
3. Passive Management by Exception
4. Laissez-Faire

Front 39

House’s Attitudinal Characteristics of Charismatics

Back 39

1. Strong Power Needs (Personal or Social)
2. High Self-Confidence
3. Belief in Moral Righteousness

Front 40

House and Podsakoff’s Ten (Plus One) Behaviors of “Outstanding Leaders”

Back 40

1. Vision
2. Personal
3. Self-Confidence
4. Create Personal Image
5. Role Modeling
6. External Representative
7. Communication
8. Arouse Pertinent Motives
9 Frame Alignment
10. Inspirational
11. Individual Consideration
12. Relational/Transparency

Front 41

Characteristics of a Good Visions Statement

Back 41

A. Summarizes desired future conditions
B. Is designed to provide “passion” and “energy”
C. Recognizes the shared values of organization members (i.e., beliefs, principles, and values which inspire and comprise an ethical framework for action)
D. Recognizes the desires of other key organizational stakeholders
E. Does not exceed the organization’s capabilities