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29 Cards in this Set
- Front
- Back
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Leadership
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The process by which a person 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
Sometimes these goals may not be positive |
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Personal Leadership Style
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The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management
The challenge is for managers at all levels to develop an effective personal management style |
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Men...
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Use more task-oriented leadership style
Use more of a directive style Better at strategic planning Better at analyzing issues |
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Women...
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Use more social-oriented leadership style
Use more of a participative style Better at motivating others Fostering communication and listening to others Better at producing high-quality work |
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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 organizational 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 on 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 coworkers’ respect for the personal characteristics of a leader which earns their loyalty and admiration
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Empowerment/Participation
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The process of giving workers at all levels more authority to make decisions and the responsibility for their outcomes
A growing phenomenon since the 1970s |
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Empowerment: Positive Effects
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Enhances dignity
Instills responsibility Expands information base in the firm Motivates commitment to the organization Overcomes resistance Fosters accountability |
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Trait Model (Currencies)
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Focused on identifying personal characteristics that cause effective leadership
Research shows that certain personal characteristics do appear to be connected to effective leadership. Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits. |
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Behavioral Model
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Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates
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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
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Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective
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Fiedler's Model
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Personal characteristics can influence leader effectiveness
Leader style is the manager’s characteristic approach to leadership |
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Task structure
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The extent to which workers tasks are clear-cut.
Clear issues make a situation favorable for leadership. |
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Position Power
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The amount of legitimate, reward, and coercive power leaders have by virtue of their position.
When positional power is strong, leadership opportunity becomes more favorable. |
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House's Path-Goal Theory
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A contingency model of leadership proposing the effective leaders can motivate subordinates by:
1. Clearly identifying the outcomes workers are trying to obtain from their jobs. 2. Rewarding workers for high-performance and goal attainment with the outcomes they desire. 3. Clarifying the paths to the attainment of the goals, remove obstacles to performance, and express confidence in worker’s ability. |
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Leadership Substitute
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A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
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Transformational Leadership
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Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker
Makes subordinates aware of their own needs for personal growth and development Motivates workers to work for the good of the organization, not just themselves |
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Charismatic Leader
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An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be
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Intellectual Stimulation
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Behavior a leader engages in to make followers be aware of problems and view these problems 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 the job
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Transactional Leaders
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Leaders that motivate subordinates by rewarding them for high performance and reprimanding them for low performance
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Three lessons for managers
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1. Dealing effectively with people is what leadership is all about
2. Leaders with high people skills mastery tend to have better subunit performance and employee morale 3. Effective female and male leaders do not have significantly different skill profiles overall |
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Principles of TQM
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Do it right the first time to eliminate rework (warranty work for the auto companies)
Listen to and learn from customers and employees Make continuous improvement an everyday matter (a way of life) Build teamwork, trust, and mutual respect |
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Luthans’ CHOSE Model of 5 Key POB Dimensions
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Confidence/Self-efficacy: My belief of being able to execute a specific task
Hope: I set goals, decide how to achieve them, and am self-motivated to achieve Optimism: Positive outcome expectancy Subjective Well-Being: How I cognitively process and evaluate my life; satisfaction with my life Emotional Intelligence: Capacity for recognizing and managing my own and others’ emotions |
