Chapter 11

The charismatic leader has the ability to ________ and ___________ people to do more than they would normally do, despite obstacles and personal _________.

inspire; motivate; sacrifice

Consideration is...

the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. Leaders like this are friendly, provide open communication, develop teamwork, and are oriented toward their subordinates' welfare.

Reward power stems from...

the manager's authority to bestow rewards on other people. Legitimate power and reward power are most likely to generate compliance.

Coercive power is...

the opposite of reward power. Here, the manager has the authority to punish or recommend punishment, which often generates resistance. Resistance means workers tend to try to avoid carrying out instructions or will attempt to disobey them

Power is the potential ability to influence the behavior of others. Influence is the effect of a person's actions on the attitudes, values, beliefs, or behavior of others. Power is the capacity to cause a change in a person, influence may be thought of as the degree of actual change

the potential ability to influence the behavior of others; it is the capacity to cause a change in a person, influence may be thought of as the degree of actual change

Authentic leaders lead with...

their hearts as well as with their heads. They maintain compassion for others as well as the courage to make difficult decisions.

Authentic leaders pursue...

their purpose with passion. When leaders demonstrate a high level of passion and commitment to purpose, they inspire commitment from followers.

A leader needs to know two things to use Fiedler's contingency theory...

whether he or she has a relationship or task oriented style. They should also diagnose the situation and determine whether leader-member relations, task structure, and position power are favorable or unfavorable.

A key characteristic of Level __ leaders is an almost complete lack of _____, coupled with a fierce resolve to do what is best for the organization. In contrast to the view of great leaders as larger-than-life ________________ with strong egos and big ambitions, Level __ leaders often seem _____ and unpretentious. Although they accept full responsibility for mistakes, poor results, or failures, Level ___ leaders give credit for successes to other people.

5; ego; personalities; 5; shy; 5

According to the situational model, a leader can adopt one of four leadership styles, based on relationship (concern for people) and task (concern for production) behavior. The four styles include:

Directing style—a highly dictating style and involves giving explicit directions about how tasks should be accomplished. Coaching style—a leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks. Supporting style—a leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making. Entrusting style— a leader turns over the responsibility for decisions and their implementation to subordinates.

The situational model of leadership, which originated with ________ and _____________. The focus of this model is that subordinates vary in their ____________ level, which is determined by the degree of _____________ and ________ a subordinate demonstrates while performing a specific task.

Hersey; Blanchard; readiness; willingness; ability

___________________ and _____________ are both important to organizations. Effective managers must also be leaders because of distinctive qualities associated with some of the characteristics associated with Level __ leaders and authentic leaders are also hallmarks of ______________ leadership, which has been found to be associated with _________ leaders.

Management; leadership; 5; interactive; female

Researchers at the University of Texas developed the Leadership Grid®, a two dimensional model that measures concern for people and for production. Each axis on the grid is a nine-point scale, with 1 meaning low concern and 9 meaning high concern.

Team management (9,9) Country-club management (1,9) occurs when primary emphasis is given to people rather than to work outputs. Authority-compliance management (9,1) occurs when efficiency in operations is the dominant orientation. Middle-of-the-road management (5,5) Impoverished management (1,1) means the absence of a management philosophy; managers exert little effort toward interpersonal relationships or work accomplishment.

Task vs. People...

The inability to define effective leadership based solely on traits led to an interest in looking at the behavior of leaders and how it might contribute to leader success. Two basic leadership behaviors that have been identified as important for leadership are task-oriented behavior and people-oriented behavior.

Leaders often use a combination of influence strategies, and people who are perceived as having greater power and influence typically are those who use a wider variety of tactics. There are seven principles for asserting influence...

Use rational persuasion, Make people like you, Rely on the rule of reciprocity, Develop allies, Ask for what you want, Make use of higher authority

Legitimate power comes from...

a formal management position in an organization and the authority granted to it. Subordinates accept this source of power as legitimate, which is why they comply.

Expert power results from...

a leader's special knowledge or skill regarding the tasks performed by followers.

Information is...

a primary business resource, and people who have access to information and control over how and to whom it is distributed are typically powerful.

A substitute is...

a situational variable that makes a leadership style redundant or unnecessary. Highly professional subordinates do not need a leader to tell them what to do.

A neutralizer is...

a situational variable that prevents a leader from displaying certain behaviors. Situational variables include characteristics of the subordinate, task, and the organization

Humility means...

being unpretentious and modest rather than arrogant and prideful.

Authentic leaders establish...

connected relationships. They surround themselves with good people and work to help others grow and develop.

Leadership is...

defined as the ability to influence people toward the attainment of goals. It is reciprocal, occurring among people. It is dynamic and involves the use of power to get things done.

Servant leaders operate on two levels: for the _______________ of the subordinates' goals and needs and for the _______________ of the larger purpose or mission of their organization. They ______ things away—power, ideas, information, recognition, and credit for accomplishment. They bring the follower's higher motives to the work and ____________ them to the organizational mission and goals. They often work in the _____________ world because it offers a natural way to apply their leadership drive and skills to serve others.

fulfillment; realization; give; connect; nonprofit

Personal effort results in

gaining power when people show initiative, work beyond what is expected of them, take on undesirable but important projects, and show interest in learning about the organization and industry.

The task oriented leader excels...

in most favorable situations because everyone gets along, the task is clear, and the leader has power. They also excel in most unfavorable situations because a great deal of structure and task direction is needed.

The relationship-oriented leader performs better...

in the four situations of intermediate favorability because human relations skills are important in achieving high group performance.

Transformational leaders are distinguished by their special ability to bring about ___________ and _________. They recognize ___________ needs and concerns, help them look at old problems in new ways, and encourage them to question the _______ ____. They focus on intangibles, such as _______, shared values, and ideas to build ________________, give larger meaning to activities, and enlist followers in change.

innovation; change; followers'; status quo; vision; relationships

Personal power often comes from...

internal sources, such as a person's special knowledge or personality.

Referent power comes from...

leader personality characteristics that command subordinates' identification, respect, and admiration so they wish to emulate the leader. Subordinate response will be commitment, which means subordinates will enthusiastically carry out instructions. Leaders can increase their it when they share power and authority with employees.

Tansactional leaders excel at...

management functions, are hardworking, tolerant, and fair-minded. They stress the impersonal aspects of performance, such as plans, schedules, and budgets.

Strengths are...

natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction.

The cornerstone of Fiedler's contingency theory is the extent to which the leader's style is _______________ oriented or ______ oriented. A ______________ oriented leader is concerned with people. A _____ oriented leader is primarily motivated by task accomplishment.

relationship; task; relationship; task

The favorability of a leadership situation can be analyzed in terms of three elements: the quality of _________________ between leader and followers, the degree of ____ structure, and the extent to which the leader has formal ___________ over followers.

relationships; task; authority

Authentic leaders demonstrate...

self-discipline. They avoid excessive or unethical risks that could harm others and the organization, and openly admit their mistakes.

Authentic leaders practice...

solid values. People come to know what the leader stands for, which inspires trust.

A primary distinction between management and leadership is that management promotes __________, order, and problem solving within the ____________ organizational structures and systems. Leadership promotes ________, creativity, and change. It means questioning the _______ _____ so that outdated, unproductive, or socially irresponsible norms can be replaced.

stability; existing; vision; status quo

The impact of charismatic leaders normally comes from...

stating a lofty vision of an imagined future that employees identify with, displaying an ability to understand and emphasize with followers, empowering and trusting subordinates to accomplish results

Transnational leaders clarify...

subordinates' role and task requirements, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates.

Interactive leadership means...

that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

Traits are...

the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

Influence is...

the effect of a person's actions on the attitudes, values, beliefs, or behavior of others.

Initiating structure is...

the extent to which a leader is task oriented and directs subordinate activities towards goal attainment. Leaders with this style typically give instructions, spend time planning, emphasize deadlines, and provide schedules of work activities.

Willingness refers...

to a combination of confidence, commitment, and motivation, and a follower may be high or low on any of the three variables.

Authentic leadership refers...

to individuals who know and understand themselves, who espouse and act consistently with higher-order ethical values, and who empower and inspire others with their openness and authenticity.

Ability refers...

to the amount of knowledge, experience, and demonstrated skill a subordinate brings to the task.

Charismatic leaders are often skilled in the art of ______________ leadership. A _______ is an attractive, ideal future that is credible yet not readily attainable. Charismatic leaders have a strong ______ for the ________, almost an obsession, and they can motivate others to help realize it.

visionary; vision; vision; future

Generally, research found only a ______ relationship between personal traits and leader success. Physical, social, and work-related characteristics of leaders have also been studied. The appropriateness of a trait or set of traits depends on the leadership ___________. The same ______ do not apply to every organization or situation.

weak; situation; traits

Job centered leaders, according to University of Michigan studies,...

were ineffective and less concerned with goal achievement and human needs in favor of meeting schedules, keeping costs low, and achieving efficiency.

Employee centered leaders, according to University of Michigan studies,...

were the effective leaders who established high performance goals and displayed supportive behavior toward subordinates.

Highly unfavorable is...

when leader-member relations are poor, tasks are highly unstructured, and the leader has little formal authority.

Highly favorable is...

when the leader member relations are positives, tasks are highly structured, and the leader has formal authority over followers.

According to surveys, _________ rate higher than _____ on motivating others, fostering communication, driving results, producing high-quality work, and listening to others, while men and women rate about equally on ___________ planning and _____________ issues.

women; men; strategic; analyzing