Chapter 15 Leadership

Referent power

A type of personal power coming from an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual

Expert powert

A type of personal power resulting from a person's special knowledge or skill knowledge

Leadership grid was made

Blake and McCanse

Fielder's Contingency Theory

Considers whether a situation is favorable or unfavorable in terms of task oriented and relationship oriented leadership styles (looks like DNA)

leader qualities

Focus on people: visionary, promotes change, defines purpose, nurtures, innovates, personal power

manager qualities

Focus on the organization; rational, maintains stability, assigns tasks, organizes, analyzes, power comes from position

Situational model of leadership was invented by

Hersey and Blanchard

Level 5 leadership

In order to reach the highest "executive" level, leaders must have humility, being unpretentious and modest

_______ researchers came up with employee-centered and job-centered leaders in defining leadership.

Michigan State

________ researchers identifies consideration and initiating structure as behaviors in defining leadership.

Ohio State

________ came up with follower styles

Robert E. Kelley

legitimate power

arises from a formal management position, or an organization of authority

vision

attractive, ideal future that is credible yet not readily attainable

transactional leaders

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meed the needs of subordinates.

neutralizer

counteracts the leadership style and prevents the leader from displaying certain behaviors

Follower styles

defined by whether a follower is active/passive and independent, critical thinking/dependent, uncritical thinking. the styles are conformist, effective, alienated, passive, and pragmatic survivor.

entrusting style (situational model of leadership)

delegating leader who displays little focus on either task or people needs; use this style when followers have high readiness because of ability and confidence to perform tasks themselves

transformational leader

distinguished by ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

Coaching style (situational model of leadership)

dual-focus leadership provides both task instruction and personal support as needed, use this style when followers have moderate readiness because of confidence to proceed but lack ability

Supporting style

engaging leader encourages, supports, consults with, and develops followers' skills and confidence; use this style when followers have moderate readiness because of ability but lack confidence and need personal support

Directing style (situational model of leadership)

explicit directions, use when followers have low readiness, low ability, lack of confidence

Contingency approaches to leadership

explore how the organizational situation influences leader effectiveness

charismatic leader

has the ability to inspire and motivate people to do more than they normally would, despite obstacles and personal sacrifice. Normally comes from stating a lofty vision of an imagined future, ability to understand and empathize with followers, empowering and trusting subordinates to accomplish results

Qualities of a follower

honest, competent, dependable, cooperative, loyal

Qualities of a leader

honest, competent, forward-looking, inspiring, intelligent

Authentic leadership

individuals who know and understand themselves, who espouse and are consistent with higher order ethical values, and who empower and inspire others with openness and authenticity

interactive leadership

leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and former authority

substitute for leadership

makes the leadership style unnecessary or redundant

consideration

people-oriented: the degree to which the leader is mindful of subordinates ideas and feelings, establishing mutual trust

power

potential ability to influence the behavior of others

Characteristics of authentic leaders

pursue purpose with passion, practices solid values, connects with others, demonstrates self-discipline, leads with heart as well as head

situational model of leadership

rates leadership based on the willingness and ability of followers; i.e. effective leaders vary their style based on the readiness of the followers; also a grid based on people's needs and task needs

Leadership grid

rates leadership from low to high on concern for people and concern for production, with highest being team management. Also includes country club management (high people low concern for production), authority-compliance (high concern for production, low concern for people, and middle of the road management.

reward power

stems from power to bestow rewards

Initiating structure

task oriented, the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment

leadership

the ability to influence people toward the attainment of goals

coercive power

the authority to punish or recommend punishment

influence

the effect that a person's actions have on the attitudes, values, beliefs, or behaviors of others

Task-oriented leaders perform best when

the situation is either very favorable or very unfavorable to the leader

Relationship-oriented leaders perform best when

the situation is immediately favorable to the leader

Servant leader

transcends self-interest to serve others, the organization, and society

Tactics that lead to greater influence

use rational persuasion, help people like you, rely on the rule of reciprocity, develop allies, be assertive - ask for what you want, make use of higher authority