Power/Leadership

Grid training

A multi-step process designed to cultivate concern for people and concern for production

people oriented leadership

Actions by a leader that demonstrate concern with the welfare of subordinates

Low LPC

Negative evaluation of someone with whom you prefer not to work -task orientation

Out-group

disfavored by the leader. They receive fewer valued resources from leaders

Inspirational motivation (IM)

inspiring and motivating followers through the presentation and pursuit of an exciting vision for the future.

Action learning

A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done

Networking

A leadership development tool designed to help people make connections to others to whim they can turn for info and problem solving

Cultural intelligence

A persons sensitivity to the fact that leaders operate differently in different cultures

autocratic leadership

A style of leadership in which a leader makes all decisions, unilaterally.

Executive coaching

A technique of leadership development that involves custom-tailored one-on-one learning aimed at improving an individual leaders performance

Path goal theory

A theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals

Least Preferred Coworker (contingency theory) (LPC)

A theory suggesting that leader effectiveness is determined both by characteristics of leaders (their LPC scores) and by the level of situational control they are able to exert over subordinates. Individuals can be scored either high (people orientated) or low (task orientated) in LPC.

Leader member exchange (LMX)

A theory suggesting that leaders form different relations with various subordinates (in-group/out-group) and that the nature of such dyadic exchanges can exert strong effects on subordinates performance and satisfaction.

Pragmatic leadership

A type of leadership based on methodically developing solutions to problems and working them through in a thorough manner

Transactional Leadership

A type of leadership style that falls on the ineffective and passive/neutral side of the spectrum (full range theory). Consists of Management by exceptions (MBE - passive and active) and contingent reward.

Consideration

Actions by a leader that demonstrate concern with the welfare of subordinate and establish positive relations with them. Leaders who focus primarily on this task are often described as demonstrating a person-oriented style Also called person centered.

Task oriented leadership

Activities by a leader designed to enhance productivity

Initiating structure

Activities by a leader designed to enhance productivity or task performance. Leaders who focus primarily on these goals are described as demonstrating a task oriented style Also called Production-Centered.

Autocratic-delegation continuum model

An approach to leadership describing the ways in which leaders allocate influence to subordinates. This ranges from controlling everything (autocratic) to allowing others to make decisions for themselves (delegating). b/w these extremes are more participative forms of leadership - consulting and making joint decisions.

Two dimensional model of subordinate participation

An approach to leadership that describes the nature of the influence leaders give followers. It distinguishes between leaders who are directive or permissive toward subordinates, and the extent to which they are participative or autocratic in their decision making. Individual leaders may be classified into four types in terms of where they fall when these 2 dimensions are combined.

Grassroots leadership

An approach to leadership that turns the traditional management hierarchy upside-down by empowering people to make their own decisions

Charismatic leadership

An attitude of enthusiasm and optimism that is contagious; self-sacrificing and inspiring followers with emotional appeal and not authority. Followers want to identify themselves with the leader. Usually found in times of crisis.

Leader

An individual within a group or an organization who wields the most influence over others

Contingency theories of leader effectiveness

Any of several theories which recognise that certain styles of leadership are more effective in some situations than others. Example: LPC

Contingent Reward

Clearly presenting the requirements from the follower and the expected outcomes of meeting them or failing to meet them. Relations between leaders and followers is a negotiation.

In-group

Favored by the leader. The members in this group receive more attention from the leader and larger share of the resources they have to offer (e.g. time and recognition)

Authentic leaders

Highly moral individuals who are confident, hopeful, optimistic and resilient and who are highly aware of the contexts in which they operate

Multiple domains of intelligence

Intelligence as measured in several different ways, such as cognitive intelligence (traditional measure of the ability to integrate and interpret info) emotional intelligence (ability to be sensitive to one's own and others emotions) and cultural intelligence (awareness of cultural differences between people)

Passive leadership

Laissez Faire (LF) - avoiding from making decisions, taking a stand or any other action. These leaders give up any attempt at influencing others.

Personalized power motivation

Leaders desires to influence others (in essence to lead)

Socialized power motivation

Leaders interest in cooperating with others, developing networks with coalitions and generally working with subordinates rather than trying to control them

Charismatic leaders

Leaders who exert especially powerful effects on followers by virtue of the attributions followers make about them. Such individuals have high amounts of self-confidence, present a clearly articulated vision, behave in extraordinary ways, are recognised as change agents and are sensitive to the environmental constraints they face

The New Leadership Theories

Leadership that also take into account the followers. charismatic leadership transactional leadership transformational leadership

Five Facets of Charismatic leadership

Measure charismatic leadership by looking at 5 aspects: *Strategic Vision and Articulation* (SVA) - having clear plan for future. *Personal Risk* (PR) *Sensitivity to the Environment* (SE) - being aware of limitations and constraints. *Sensitivity to Members' Needs* (SMN) - know people and their needs. *Unconventional Behavior* (UB) - being unique and unexpected.

Management by Exceptions

Passive - The leader defines general rules for performance, will avoid involvement until something goes wrong. (If it isn't broken, don't fix it) Active - The leader defines general rules for performance and then goes looking for mistakes and problems, aiming to correct them as soon as he/she can.

High LPC

Positive evaluation to a person with whom you prefer not to work - people orientation

Position power

Power based on ones formal position in an organization (includes reward power and coercive power).

Attributional approach to leadership

The approach to leadership that focuses on leaders attributions of followers performance -that is their perceptions of its underlying causes

counterpower

The capacity to neutralize another's influence attempts

Leadership motivation

The desire to influence others, especially toward the attainment of shared goals

Information power

The extent to which a supervisor has power by virtue of the info available to them

Expert power

The individual power base derived from an individuals recognised superior knowledge, skills or abilities in a certain area.

Referent power

The individual power base derived from the degree to which one is liked and admired by others

Personal power

The power from ones individual qualities or characteristics (includes expert power, referent power, and charisma)

Leader match

The practice of matching leaders based on their LPC scores to the groups whose situations best match those in which they are expected to be most effective according to LPC contingency theory

Leadership development

The practice of systematically training people to expand their capacity to function effectively in leadership roles

360 degree feedback

The process of using multiple sources from around an organisation and outside it to evaluate the work of an individual - often used for leaders to learn about what people think of them

Leadership

The process whereby one individual influences other group members toward the attainment of defined group or organizational goals

Rally around the flag effect

The tendency for followers to make positive attributions about their leaders when they appear to be working to keep things together during a crisis situation

The great person theory

The view that leaders possess innate, special traits that set them apart from others

managerial grid

There are five different types of management. This theory complements the previous theories (e.g. the two dimensional model of subordinate participation). *Impoverished Management* (low concern for tasks, low concern for relationships). *Country club management* (low concern for tasks,high concern for relationships). *Middle of the road management* (medium concern for tasks, medium concern for relationships). *Authority compliance management* (high concern for tasks, low concern for relationships). *Team management* (high concern for tasks, high concern for relationships)

Full range theory

This theory characterizes leadership on two dimensions. affectiveness of leadership and passive or active. There are three main leadership styles (passive, transactional, and transformational).

Transformational leadership

Transforms followers, creates a significant change in individuals' lives by altering their values and self perceptions. Example: Charismatic leaders Contains four elements: individualized consideration, intellectual stimulation, inspirational motivation, idealized influence

Behavioural approach to leadership

Types of behaviors needed to be a leader task oriented leadership people oriented leadership autocratic leadership participative leadership. Two categorizations: two-dimensional model of subordinate participation and the managerial grid.

participative leadership

a style of leadership in which a leader solicits opinions from subordinates before making decisions

Intellectual stimulation (IS)

challenging existing assumptions, encourage asking questions, making mistakes a part of the learning process and improve followers' ability of solving problems on their own.

Reward power

power base from an individual's capacity to administer valued rewards to others

Legitimate power

power base from ones position in an organizational hierarchy; the accepted authority of ones position

Coercive power

power base from the capacity to administer punishment to others

The 5 bases of power

reward power, coercive power, expert power, legitimate power, referent power. Can be divided into two general categories of personal power and position power.

Idealized influence (II)

the leader as a role model for followers, who followers identify with and wish to emulate.

Individualized consideration (IC)

the leader attends to each followers needs and provides them with personal mentoring and guidance.