Chapter 11 (Exam 2)

Human Relations

A leader who emphasizes people over task is often referred to as a human relations leader. -This leader is interpersonally engaging, cares about others, is sensitive to feelings and emotions, and tends to act in ways that emphasize harmony and good working relationships.

Charismatic Leaders

Charismatic leaders because of their ability to inspire others in exceptional ways. We used to think charisma was limited to only a few lucky persons. Today, it is considered one of several personal qualities—including honesty, credibility, and competence, that we should be able to develop with foresight and practice.

Coercive Power

Coercive power is the capability to punish or withhold positive outcomes as a way of influencing others. To mobilize coercive power, a manager is really saying: "If you don't do what I want, I'll punish you."

Contingency Leadership Perspectives

Contingency leadership perspective, one that recognizes that what is successful as a leadership style varies according to the nature of the situation and people involved.

Democratic Leadership

Democratic leader, a manager with this style shares decisions with followers, encourages participation, and supports the teamwork needed for high levels of task accomplishment.

Expert Power

Expert power is the ability to influence the behavior of others because of special knowledge and skills. When a manager uses expert power, the implied message is: "You should do what I want because of my special expertise or information."

Empowerment

Gives people job freedom and power to influence affairs in the organization.

Fiedler

He proposed that leadership success depends on achieving a proper match between your leadership style and situational demands. He also believed that each of us has a predominant leadership style that is strongly rooted in our personalities. And a leadership style in someone is hard/difficult to change

Interactive Leadership

Interactive leaders are democratic, participative, and inclusive, often approaching problems and decisions through teamwork. They focus on building consensus and good interpersonal relations through emotional intelligence, communication, and involvement. They tend to get things done with personal power, seeking influence over others through support and interpersonal relationships.

Legitimate Power

Legitimate power is the capacity to influence through formal authority. It is the right of the manager, or person in charge, to exercise control over persons in subordinate positions. To use legitimate power, a manager is basically saying: "I am the boss; therefore, you are supposed to do as I ask."

Laissez-Faire Leadership

Low on both task and people concerns.

Servant Leadership

Means serving others and helping them use their talents to help organizations benefit society.

Power

Power is the ability to get someone else to do something you want done, the ability to make things happen the way you want them to. Managerial Power= Position Power + Personal Power

Referent Power

Referent power is the ability to influence the behavior of others because they admire and want to identify positively with you. When a manager uses referent power, the implied message is: "You should do what I want in order to maintain a positive self-defined relationship with me."

Reward Power

Reward power is the capability to offer something of value as a means of achieving influence. To use reward power, a manager says, in effect: "If you do what I ask, I'll give you a reward."

Autocratic Leadership

Someone who emphasizes task over people is often described as an autocratic leader. -This manager focuses on authority and obedience, delegates little, keeps information to himself or herself, and tends to act in a unilateral command-and-control fashion.

Hershey Blanchard

The Hersey-Blanchard situational leadership model suggests that successful leaders do adjust their styles. They do so contingently and based on the maturity of followers, as indicated by their readiness to perform in a given situation.

Emotional Intelligence

The ability to manage our emotions in leadership and social relationships.

Substitutes for Leadership

These are aspects of the work setting and the people involved that can reduce the need for a leader's personal involvement. In effect, they make leadership from the "outside" unnecessary because leadership is already provided from within the situation.

Moral Leadership

This is leadership by ethical standards that clearly meet the test of being "good" and "correct.

House

This theory suggests that leaders are effective when they help followers move along paths through which they can achieve both work goals and personal goals. The best leaders create positive path-goal linkages, raising motivation by removing barriers and rewarding progress.

Transformational Leaders

Transformational leaders use their personalities to inspire followers and get them so highly excited about their jobs and organizational goals that they strive for truly extraordinary performance accomplishments.

Vision

Vision—a future that one hopes to create or achieve in order to improve on the present state of affairs.

Transactional Leaders

You might picture the transactional leader engaging followers in a somewhat mechanical fashion, "transacting" with them by using power, employing behaviors and styles that seem to be the best choices at the moment for getting things done.

Leadership

leading builds the commitment and enthusiasm that allow people to apply their talents to help accomplish plans.