Ob Chp 10

Front 1

LEADERSHIP

Back 1

The use of power and influence to direct the activities of followers toward goal achievement.

Front 2

POWER

Back 2

The ability to influence the behavior of others and resist unwanted influence in return.

Front 3

LEGITIMATE POWER

Back 3

A form of organizational power based on authority or position.

Front 4

REWARD POWER

Back 4

A form of organizational power based on the control of resources or benefits.

Front 5

COERCIVE POWER

Back 5

A form of organizational power based on the ability to hand out punishment.

Front 6

EXPERT POWER

Back 6

A form of organizational power based on expertise or knowledge.

Front 7

REFERENT POWER

Back 7

A form of organizational power based on the attractiveness and charisma of the leader.

Front 8

POWER CONTINGENCY FACTORS

Back 8

Situations in organizations that are likely to increase or decrease the degree to which leaders can use their power to influence others. These include substitutability, discretion, centrality, and visibility.

Front 9

INFLUENCE

Back 9

The use of behaviors to cause behav-ioral or attitudinal changes in others

Front 10

ENGAGEMENT

Back 10

When targets of influence agree with and become com-mitted to an influencer’s request.

Front 11

COMPLIANCE

Back 11

When targets of influence are willing to do what the leader asks but do it with a degree of ambivalence.

Front 12

RESISTANCE

Back 12

When a target refuses to perform a request and puts forth an effort to avoid having to do it.

Front 13

COMPETING

Back 13

A conflict resolution style by which one party attempts to get his or her own goals met without concern for the other party’s results.

Front 14

AVOIDING

Back 14

A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather informa-tion or let things cool down.

Front 15

ACCOMMODATING

Back 15

A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.

Front 16

COLLABORATION

Back 16

A conflict resolution style whereby both parties work together to maximize outcomes.

Front 17

COMPROMISE

Back 17

A conflict resolution style by which conflict is resolved through give- and- take concessions.

Front 18

NEGOTIATION

Back 18

A process in which two or more inter-dependent individuals dis-cuss and attempt to come to an agreement about their different preferences.

Front 19

LEADER EFFECTIVENESS

Back 19

The degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation with followers.

Front 20

AUTOCRATIC STYLE

Back 20

A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.

Front 21

CONSULTATIVE STYLE

Back 21

A leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ulti-mately making the decision him- or herself.

Front 22

FACILITATIVE STYLE

Back 22

A leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else’s.

Front 23

DELEGATIVE STYLE

Back 23

A leadership style where the leader gives the employee the responsibility for mak-ing decisions within some set of specified boundary conditions.

Front 24

TIME- DRIVEN MODEL OF LEADERSHIP

Back 24

A model that suggests that seven factors, including the impor-tance of the decision, the expertise of the leader, and the competence of the fol-lowers, combine to make some decision- making styles more effective than others in a given situation.

Front 25

INITIATING STRUCTURE

Back 25

A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment.

Front 26

CONSIDERATION

Back 26

A pattern of behavior where the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings.

Front 27

TRANSFORMATIONAL LEADERSHIP .

Back 27

A pattern of behavior where the leader inspires followers to commit to a shared vision that pro-vides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

Front 28

LAISSEZ- FAIRE LEADERSHIP

Back 28

When the leader avoids leadership duties altogether.

Front 29

TRANSACTIONAL LEADERSHIP

Back 29

A pattern of behavior where the leader rewards or disciplines the follower based on performance.

Front 30

IDEALIZED INFLUENCE

Back 30

When the leader behaves in ways that earn the admiration, trust, and respect of followers, caus-ing followers to want to identify with and emulate the leader.

Front 31

INSPIRATIONAL MOTIVATION

Back 31

When the leader behaves in ways that foster an enthusiasm for and com-mitment to a shared vision of the future.

Front 32

INTELLECTUAL STIMULATION

Back 32

When the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Front 33

INDIVIDUALIZED CONSIDERATION

Back 33

When the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring.

Front 34

SUBSTITUTES FOR LEADERSHIP MODEL

Back 34

A model that suggests that characteristics of the situa-tion can constrain the influ-ence of the leader, which makes it more difficult for the leader to influence employee performance.

Front 35

SUBSTITUTES

Back 35

Situa-tional characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Front 36

NEUTRALIZERS

Back 36

Situa-tional characteristics that reduce the importance of the leader and do not improve employee perfor-mance in any way.