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35 Cards in this Set
- Front
- Back
formal leaders
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those who are officially assigned leadership responsibilities
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informal leaders
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those who are not officially assigned leadership roles, but who may actually exercise the leadership function
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organizational power (7)
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legitimate power
reward power coercive power expert power charisma power referent power informaiton power |
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dimensions of leadership
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from studies of University of Michigan
task centered people centered |
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managerial grid
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categorize the leadership styles of managers
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legitimate power
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power assigned to an individual who occupies a specific position within that organization
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reward power
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managers are given admin power over a range of rewards
subordinate employees desire the rewards, they will be influenced by the possibility of receiving them as a product of their work performance |
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coercive power
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managers ability to punish an employee
punishment or the threat of punishment does not promote desired employee performance-- it only discourages undesired worker actions |
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expert power
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this power is derived fromt the individuals special skills, knowledge, abilities, or previous experience.
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charisma power
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the power of one individual to influence another by force of character
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referent power
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power gained by association
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information power
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derived from the possession of important information at a critical time when such information is necessary to org functioning
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theories of leadership
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genetic theory
trait theory behavioral approach situational approach Fiedlers Contingency Model Path goal Theory |
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genetic theory
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belief that leadership ability is transmitted genetically
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trait theory
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this is a genetic approach
assumes that leaders are born not made lives and management styles of well-known executives are subjected to close scrutiny by those seeking to determine the personal traits necessary for managerial success. |
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behavioral approach
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sought to determine 0ne best leadership style that would work effectively in all situations
task orientation employee orientation |
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task orientation
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initiating structures
actions taken by the leader to accomplish the job |
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employee orientation
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consideration
actions that characterize the way in which a leader relatres to and approaches subordinates |
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conclusions of behavioral approach (4)
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1 leadership has at least 2 dimensions and is more complex than either a genetic or trait approach
2 leadership styles are flexible; managers can change the mix of task orientation and employee orientation as the situation requires 3 leadership styles are not innate; they can be learned 4 there is no one right style of leadership |
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situational approaches
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contingency approach
complex vew of leadership that examines leadership styles, abilities, and skills and the needs of the situation |
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situation must be understood from 4 different dimensions
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managerial characteristics
job characteristics nature of the org worker characteristics |
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managerial characteristics
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skills
motivation needs experience rewards |
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job characteristics
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nature of the work
challenge of the work teamwork requirements |
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nature of the org
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org rules and policies
corporate culture time and resource availability org's performance expectation |
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worker characteristics
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worker needs
worker values and personalities worker experience levels rewards |
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Fiedlers Contingency Model
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situational approach
contingent on leader's behavior and how it interacts with aspects of the situation based on least preferred coworker (LPC) |
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Variables in Fiedler's model
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LPC
task structure leader - member relations leader position power |
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task structure
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structued: describes a simple and routine task
unstructured: is a complex and non routine task |
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leader/member relations
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the amount of confidence and trust each has in the other as well as the amount of shared respect
The more trust, confidence, and respect=increased leadership effectiveness |
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leader position power
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actual power of the leader within the org measured from strong to weak
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major outcome of Fiedler's approach
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given measures of situational variables a certain effective leadership style is recommended
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Path Goal Theory developed by
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Marting Evans and Robert House
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Path Goal theory maintains that a worker will be motivated to perform if:
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1 he believes that the job can be accomplished (expectancy)
2 the rewards offered are suitable for the desired task accomplishments (instrumentality) 3 the rewards are meaningful to the individual (valence) |
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leader behaviors classified into 4 different classes
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instrumental behaviors
supportive behaviors participative behaviors achievement oriented behaviors |
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instrumental behaviors
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managerial functions of planning, task assignment, controlling worker behavior
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