Chapter 14 Power, Influence, & Leadership

Servant leadership

focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.

Empowering leadership

represents the extent to which a leader creates perceptions of psychological empowerment in others.

Being a Manager: Coping with Complexity

- Determining what needs to be done—planning and budgeting. - Creating arrangements of people to accomplish an agenda—organizing and staffing. - Ensuring people do their jobs—controlling and problem solving.

Being a Leader: Coping with Change

- Determining what needs to be done—setting a direction. - Creating arrangements of people to accomplish an agenda—aligning people. - Ensuring people do their jobs—motivating and inspiring.

Coping with Complexity versus Coping with Change:

Being a Manager: Coping with Complexity Being a Leader: Coping with Change

Transactional Leadership

Leadership style that focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance,

Transformational Leaders

Leadership style that transforms employees to pursue organizational goals over self-interests,

Five Sources of Power

Legitimate Power, Reward Power, Coercive Power, Expert Power, & Referent Power

Charismatic leadership

Once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership

Five Approaches to Leadership

Trait approaches, Behavioral approaches, Situational approaches, Transformational leadership approach, Leader-member exchange E-Leader, Followers

__________ model of leadership emphasizes that leaders have different sorts of relationships with different employees. a) Trait b) Leader-member exchange (LMX) c) Transactional d) Servant e) Contingency

b) Leader-member exchange (LMX)

________ is about coping wit complexity and ______ is about coping with change. a) Perception; attitude b) Attitude; perception c) Management; leadership d) Leadership; management e0 Middle mangement; top management

c) Management; leadership

e-leadership

can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology.1

Leaders

create and articulate that vision and plan. The table Below summarizes key characteristics of each

managerial leadership

defined as "the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives.

contingency leadership model

determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.

Machiavellianism

displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles.

Managers

do planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals. Managers implement a company's vision and strategic plan.

leader-member exchange (LMX) model of leadership

emphasizes that leaders have different sorts of relationships with different subordinates.

Passive leadership

is a form of leadership behavior characterized by a lack of leadership skills.

Narcissism

is defined as having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory.

Relationship-oriented leadership

is primarily concerned with the leader's interactions with his or her people.

Leadership

is the ability to influence employees to voluntarily pursue organizational goals.

task-oriented leadership behaviors

is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.

participative management

the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization.

behavioral leadership approaches

which attempt to determine the unique behaviors displayed by effective leaders.

trait approaches to leadership

which attempt to identify distinctive characteristics that account for the effectiveness of leaders.

path-goal leadership model

which holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support.