Management Exam 3 (Ch.11)

Authentic Leadership

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

The appropriateness of a trait or set of traits depends on...

The Leadership Situation

The traditional manager's power comes from where?

The Organization

Leadership

The ability to influence people toward attaining goals.

Power

The ability to influence the behavior of others.

Traits

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

Influence

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

Initiating Structure

The extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment.

Interactive Leadership

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

Situational Model

- A leadership model that links the leader's behavioral style with the readiness level of followers. - Focuses attention on the characteristics of followers in determining appropriate leadership behavior. - Subordinates vary in readiness, which is determined by the degree of willingness and ability that a subordinate demonstrates while performing a specific task.

Contingency Approaches

- A model of leadership that describes the relationship between leadership styles and specific situations. - Includes a situational model and a leadership model.

Legitimate Power

- The power coming from a formal management position in an organization and the authority granted to it. - One person is elected to supervise others, and most employees understand that they are obligated to follow their instructions.

Fielder's Contingency Theory

- The starting point for Fiedler's theory is the extent to which the leader's style is task-oriented or relationship-(people) oriented. - Fiedler considered a person's leadership style relatively fixed and difficult to change; therefore, the basic idea is to match the leader's style with the situation most favorable for his or her effectiveness.

Coercive Power

- Refers to authority to punish or recommend punishment. - Coercive power is used when managers fire/demotes employees, criticize them, or withhold pay increases.

Transformational Leaders

- Similar to charismatic leaders. - They are distinguished by their ability to bring about innovation and change.

The impact of charismatic leaders comes from what?

- Stating a lofty vision. - Displaying an ability to understand and empathize with followers. - Empowering and trusting subordinates to accomplish results.

Reward Power

- Stems from the authority to bestow rewards on other people. - There is access to formal rewards, such as pay increases and/or promotions.

What is a key characteristic to Level 5 leaders?

An almost complete lack of ego (humility) coupled with a fierce resolve to do what is best for the organization (will).

Manager Qualities (Focus on the Organization)

Rational Maintains Stability Assigns Tasks Organizes Analyzes Position Power

Expert Power

Results from a person's special knowledge or skill regarding the tasks being performed.

Contemporary Leadership

The concept of leadership evolves as the needs of organizations change and may be affected by many things. - Ethical and economic difficulties. - Corporate governance concerns. - Globalization. - Changes in technology. - New ways of working. - Shifting employee expectations. - Significant social transitions.

Who conducted extensive interviews and developed five follower styles, categorized according to two dimensions?

Robert E. Kelley

Who restated the Managerial Grid as the Leadership Grid?

Robert R. Blake and Anne Adams McCanse

Who proposed the two-dimensional theory called the Managerial Grid?

Robert R. Blake and Jane S. Mouton

An executive who prioritizes the organization's mission and the needs and goals of subordinates, rather than ego gratification and personal success, can be described as a ________.

Servant Leader

Leader qualities (Focus on People)

Visionary Promotes Change Defines Purpose Nurtures Innovates Personal Power

What makes the leadership style unnecessary or redundant?

Substitute for Leadership

Which gender is rated higher in... Developing Others?

Women

Which gender is rated higher in... Driving for Results?

Women

Which gender is rated higher in... Inspiring and Motivating Others?

Women

Which gender is rated higher in... Analyzing Issues?

Women and Men Equally

Which gender is rated higher in... Solving Problems?

Women and Men Equally

What are the 5 styles of followership?

1) Alienated 2) Conformist 3) Pragmatic Survivor 4) Passive 5) Effective

What are the 2 levels servant leaders operate on?

1) For the fulfillment of their subordinates' goals and needs. 2) For the realization of the larger purpose or mission of their organization.

Top 5 Qualities for Followers

1) Honest 2) Competent 3) Dependable 4) Cooperative 5) Loyal

Top 5 Qualities for Leaders

1) Honest 2) Competent 3) Forward-looking 4) Inspiring 5) Intelligent

Level 5 Leadership Levels

1) Individual 2) Team Member 3) Manager 4) Leader 5) Executive

What are the 5 components to servant leadership/being an authentic leader?

1) Pursues purpose with passion. 2) Practices solid values. 3) Connects with others. 4) Demonstrated self-discipline. 5) Leads with the heart as well as the head.

What are the 3 aspects to servant leadership?

1) Setting clear goals. 2) Acknowledging/appraising. 3) Redirecting.

What are the two types of behavior that have been identified as applicable to effective leadership?

1) Task-oriented 2) People-oriented

What two dimensions did Kelley develop?

1) The quality of independent, critical thinking versus dependent, uncritical thinking. 2) Active versus passive behavior.

What are the 6 interpersonal influence tactics?

1) Use rational persuasion. 2) Help people to like you. 3) Rely on the rule of reciprocity. 4) Develop allies. 5) Ask for what you want. 6) Appeal to a higher authority.

What counteracts the leadership style and prevents the leader from displaying certain behaviors?

A Neutralizer

Charasmatic Leadership

A charismatic leader can inspire and motivate people to do more than they would typically do, despite obstacles and personal sacrifice.

Effective

A critical, independent thinker and active in the organization.

The Leadership Grid

A two-dimensional leadership model that measures the leader's concern for people and concern for production categorizes the leader in one of five different leadership styles.

Pragmatic Survivor

Behavior depends on which style fits the prevalent situation.

Humility

Being unpretentious and modest rather than arrogant and prideful.

Transactional Leaders

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

Referent Power

Comes from an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual.

Network of Relationships (Power)

Coworkers that are enmeshed in network relationships have greater power. They are essential in politics.

Strengths

Natural talents and abilities that have been supported and reinforced with learned knowledge and skills.

Passive

Neither critical, independent thinking nor active participation.

Conformist

Participates actively but does not use critical thinking skills.

Alienated

Passive, yet independent, critical thinker.

Personal Effort (Power)

People who show initiative, work beyond what is expected of them, take on undesirable projects, and show interest in learning about the organization and industry often gain power as a result.

Information (Power)

People with access to information and control over how and to whom it is distributed are particularly powerful.

Consideration

People-oriented behavior is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.

__ power often comes from internal sources, such as an individual's special knowledge or personal characteristics.

Personal

Servant Leadership

Transcends self-interest to serve others, the organization, and society.

(T/F) Effective leaders typically possess varied traits, and no single leader can have a complete set of characteristics that is appropriate for handling any problem, challenge, or opportunity that comes along.

True

Research found a (strong or weak) relationship between personality traits and leader success.

Weak

Which gender is rated higher in... Building Relationships?

Women