chapter 14 management

Servant leader

A leader who has a strong desire to serve and work for the benefit of others.

Charismatic Leader

An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be

Intellectual Stimulation

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.

consideration

Behavior indicating that a manager trusts, respects, and cares about subordinates.

initiating structure

Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.

Charismatic Leader cont

Being excited and clearly communicating excitement to subordinates. Openly sharing information with employees so that everyone is aware of problems and the need for change.

Fiedler's Model

Effective leadership is contingent on both the characteristics of the leader and of the situation. Leader style is a manager's characteristic approach to leadership

trait model

Focused on identifying personal characteristics that cause effective leadership. Many "traits" are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

moods of leaders

Groups whose leaders experienced positive moods had better coordination Groups whose leaders experienced negative moods exerted more effort

Emotional Intelligence

Helps leaders develop a vision for their firm. Helps motivate subordinates to commit to the vision. Energizes subordinates to work to achieve the vision.

behavioral model

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates Consideration, initiating structure

Transactional Leaders

Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance.

Leadership that: 1

Makes subordinates aware of the importance of their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals

Leadership 2

Makes subordinates aware of their own needs for personal growth, development, and accomplishment

Developmental Consideration

Manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job

Leadership 3

Motivates workers to work for the good of the organization, not just for their own personal gain or benefit

Referent Power

Power that comes from subordinates' and coworkers' respect , admiration, and loyalty Possessed by managers who are likable and whom subordinates wish to use as a role model

Expert Power

Power that is based on special knowledge, skills, and expertise that the leader possesses. Tends to be used in a guiding or coaching manner

Reward Power

The ability of a manager to give or withhold tangible and intangible rewards.

Coercive Power

The ability of a manager to punish others Overuse of coercive power can even result in dangerous working conditions.

Legitimate Power

The authority that a manager has by virtue of his or her position in an organization's hierarchy.

Leadership

The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

empowerment

The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs

Contingency Models

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place

Position Power

amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization determinant of how favorable a situation is for leading

Leader

an individual who is able to exert influence over other people to help achieve group or organizational goals

Leadership Substitute

characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary.

Supportive behavior

expressing concern for subordinates and looking out for their best interests.

Leader-member relations

extent to which followers like, trust, and are loyal to their leader

Task structure

extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it

Participative behavior

give subordinates a say in matters and decisions that affect them.

Relationship-oriented style

leaders concerned with developing good relations with their subordinates and to be liked by them

Task-oriented style

leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

Achievement-oriented behavior

setting challenging goals, expecting that they be met, and believing in subordinates' capabilities.

Directive behaviors

setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Personal Leadership Style

specific ways in which a manager chooses to influence others shapes the way that manager approaches the other principal tasks of management.

Coercive Power example

verbal reprimand, pay cuts, and dismissal