CH. 11 MGT. (study guide)

country-club management

high attention to people, low attention to productivity

5 powers

1. legitimate power 2. reward power 3. coercive power 4. expert power 5. referent power *also have power from other sources (personal effort, networking relationships, and information)

7 interpersonal influence tactics for leaders

1. use rational persuasion 2. make people like you 3. rely on the rule of reciprocity 4. develop abilities 5. be assertive (ask for what you want) 6. Make use of higher authority 7. reward the behaviors you want

Ohio State studies on behavioral approach

2 behaviors of a leader: 1. consideration (people-oriented) 2. initiating structure (task-oriented)

Behavioral Approach to Leadership

2 types of behavior are applicable to effective leadership: 1. task-oriented behavior 2. people-oriented behavior

Expert power

results from a leader's special knowledge or skill in tasks performed by subordinates

Michigan studies on behavioral approach

1. employee-centered leaders (most effective) 2. job-centered leaders (not as effective)

Authority-compliance

Efficiency in operations resulting from arranging conditions of work in such a way that human elements interfere to a minimum degree. High production, low people

middle-of-the-road management

adequate organization performance os possible through balancing the necessity to get out work with the maintaing the morale of people at a satisfactory level

Transactional Leadership

leader clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays consideration for followers

charismatic leadership

leader has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice

transformational leadership

leader is distinguished by his special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers

Servant Leader

leader who serves others by working to fulfill followers' needs and goals, as well as to achieve the organization's larger mission; often work for non-profits

impoverished management

low concern for people and productivity. Exertion of minimum effort to get required work done

Reward Power

results from authority to bestow rewards

referent power

results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader

Legitimate power

stems from a manager's formal position in an organization and the authority granted by this position

leadership grid

the 2-D leadership model that measures the leader's concern for PEOPLE vs. PRODUCTION to categorize them into 1 of 5 categories (country club mgt, middle of the road, impoverished mgt, team mgt., and authority-compliance mgt.)

Team mgt.

work accomplishment is from committed people; interdependence through a common stake in the organization's purpose leads to relationships of trust and respect. High people, high productivity

Trait Approach to Leadership

Early approach; good leaders possess varied traits; best leaders recognize and hone their strengths; some traits that are considered positive can have negative consequences.

Gender differences in leadership behavior

Women score higher than men on abilities such as motivating others, fostering communication, producing high-quality work, and listening to others

coercive power

stems from the authority to punish