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