Ob Final

Front 1

Power

Back 1

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

Front 2

Two key points of Power

Back 2

• First, just because the person has power doesn’t mean he’ll actually choose to use it
• Second, power can be seen as the ability to resist the influence attempts of others

Front 3

5 Types (or Sources) of Power

Back 3

Organizations (Legitimate, Reward, Coercive,) Personal (Expert, Referent)

Front 4

Legitimate Power

Back 4

derived from a position of authority inside the organization and is sometimes referred to as “formal authority”

Front 5

Reward Power

Back 5

exists when someone has control over the resources or rewards another person wants (example, managers have control over raises, performance evaluations, promotions, etc.)

Front 6

Coercive Power

Back 6

exists when a person has control over punishments in an organization (operates on the principle of fear)

Front 7

Expert Power

Back 7

derived from a person’s expertise, skill, or knowledge on which others depend

Front 8

Referent Power

Back 8

exists when others have a desire to identify and be associated with a person (derived from affection, admiration, or loyalty toward a specific individual)

Front 9

Consequences of Power

Back 9

• Engagement (results from expert and referent powers)
• Compliance (results from legitimate and reward powers)
• Resistance (results from coercive power)

Front 10

Influence Tactics

Back 10

• Rational persuasion (“I’ve done the research and this is what we should do”)
• Credibility (comes from experience and results)
• Inspirational appeals (What have I sacrificed to show how important this thing is to me?)

Front 11

Sources of Conflict

Back 11

•Incompatible or ambiguous goals
•Distrust and power dynamics
•Different values and beliefs
•Task interdependence
•Poorly communicated messages
•Scarcity vs. abundance mentality

Front 12

Conflict Styles

Back 12

Competing (Assertive Uncooperative)
Avoiding (Unassertive Uncooperative)
Collaborating (Assertive Cooperative)
Accommodating (Unassertive Cooperative)
Compromising (Mid-Assertive Mid cooperative)

Front 13

Leader Decision Making Styles

Back 13

Autocratic Style
Consultative Style
Facilitative Style
Delegative Style

Front 14

Autocratic Style

Back 14

the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit

Front 15

Consultative Style

Back 15

the leaders presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision himself

Front 16

Facilitative Style

Back 16

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 17

Delegative Style

Back 17

the leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions

Front 18

LMX*—Leader-Member Exchange Theory

Back 18

• “In-Group”—gets higher interaction and trust from the leader
• You get into the in-group through personal compatibility (finding common ground with the boss—sports, politics, causes, etc.), subordinate competence, and/or extroverted personality

Front 19

Transformational Leadership

Back 19

involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as role models who help followers develop their own potential and view problems from new perspectives

Front 20

Idealized influence

Back 20

involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader (synonymous with charisma)

Front 21

Inspirational motivation

Back 21

involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

Front 22

Intellectual stimulation

Back 22

involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

Front 23

Individualized consideration

Back 23

involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring

Front 24

4-Step Process Of Transformational Leadership

Back 24

•Creating a vision
•Communicating the vision (through non-conventional ways—actions and words)
•Modeling the vision (because through this people can see you’re in it for the long haul)
•Building Commitment

Front 25

Herb Kelleher’s quote

Back 25

“A company is stronger if it is bound by love rather than by fear”

Front 26

Heart of Leadership

Back 26

• Vision (passion with a plan)
• Integrity (do what you say you will do—personal accountability and reasonable number of commitments)
• Service (develop and encourage others—people want to see that you’re not in it for personal glory)

Front 27

Fundamental Elements

Back 27

Work Specialization
Span of Control
Centralization/Decentralization

Front 28

Work Specialization

Back 28

the way in which tasks in an organization are divided into separate jobs

Front 29

Span of Control

Back 29

represents how many employees he or she is responsible for in the organization

Front 30

Centralization/Decentralization

Back 30

reflects where decisions are formally made in organizations
• Decentralization—when only the top managers have the authority to make the final decisions (becomes necessary as a company grows larger)