MGMT 351 Chapter 14

Servant leader

A leader who has a strong desire to serve and work for the benefit of others.

Charismatic Leader

An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be

Leader

An individual who is able to exert influence over other people to help achieve group or organizational goals

Charismatic Leader

Being excited and clearly communicating excitement to subordinates. Openly sharing information with employees so that everyone is aware of problems and the need for change.

Self-confidence

Contributes to managers' effectively influencing subordinates and persisting when faced with obstacles or difficulties.

Leadership Across Cultures

European managers tend to be more people-oriented than American or Japanese managers. Japanese managers are group-oriented, while U.S managers focuses more on profitability.

Trait Model

Focused on identifying personal characteristics that cause effective leadership. Many "traits" are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

Integrity and honesty

Help managers behave ethically and earn their subordinates' trust and confidence.

Knowledge and expertise

Help managers make good decisions and discover ways to increase efficiency and effectiveness.

Emotional Intelligence

Helps leaders develop a vision for their firm. Helps motivate subordinates to commit to the vision. Energizes subordinates to work to achieve the vision.

Maturity

Helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake.

High energy

Helps managers deal with the many demands they face.

Tolerance for stress

Helps managers deal with uncertainty and make difficult decisions.

Dominance

Helps managers influence their subordinates to achieve organizational goals.

Intelligence

Helps managers understand complex issues and solve problems.

Traits and Personal Characteristics Related to Effective Leadership

Intelligence Knowledge and expertise Dominance Self-confidence High energy Tolerance for stress Integrity and honesty Maturity

Referent Power

Power that comes from subordinates' and coworkers' respect , admiration, and loyalty Possessed by managers who are likable and whom subordinates wish to use as a role model

Expert Power

Power that is based on special knowledge, skills, and expertise that the leader possesses. Tends to be used in a guiding or coaching manner

Reward Power

The ability of a manager to give or withhold tangible and intangible rewards.

Coercive Power

The ability of a manager to punish others Overuse of coercive power can even result in dangerous working conditions. Examples: verbal reprimand, pay cuts, and dismissal

Legitimate Power

The authority that a manager has by virtue of his or her position in an organization's hierarchy.

Gender and Leadership

The number of women managers is rising but is still relatively low in the top levels of management. Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.

Leadership

The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

Empowerment

The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs

Sources of Managerial Power

There are several types of power: legitimate, reward, coercive, expert, and referent power 35 Effective leaders take steps to ensure that they have sufficient levels of each type and that they use the power they have in beneficial ways.

Contingency Models

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place

Participative behavior

give subordinates a say in matters and decisions that affect them.

Achievement

oriented behavior setting challenging goals, expecting that they be met, and believing in subordinates' capabilities.

Personal Leadership Style

specific ways in which a manager chooses to influence others shapes the way that manager approaches the other principal tasks of management.